It feels good to get great value for your money. Stakeholders expect great value. Part of a development manager's job is to choose experts who deliver great value. But how to deliver value - especially value many times the price?
We feel delivering value begins with
- enthusiasm for your project,
- a hunger to know it to its full extent
- leadership where required.
Project Information Collection
We collect, from you and your team, project specifications, ideas, requirements... We have the inclination and the techniques and tools for keeping, curating and querying this large amount of information. For example, OmniOutliner is one of our favorite information-wrangling tools. It allows information hiding, aliasing, tagging, filtering, searching, analysis, short-term planning, logging, archiving...
We're careful to not lose or overlook valuable project ideas or any tiny piece of project information. And we aim to ask stakeholders and analysts just once to share details of their vision. We respect your time and ask the same in return.
Initial Plan and Commencement
During this project information gathering, we formulate an initial plan (and, if desired, estimates - not recommended at early stages) based on a 30,000 foot view of gathered project information. We begin work - setup, mini proofs-of-concept, tooling, directory structure, external architecture, test harness... anything easily formulated in the beginning - immediately and we begin a progress sharing process, meaning frequent updates, steering, demos.
The result: our solutions and advice have value many times the cost. In summary, we achieve this by
- deeply understanding your requirements
- gathering and curating project information
- offering creative ideas
- implementing robustly and early
- choosing reliable, mature tools, being suspicious of fads
- providing leadership in key domains
Case: Lumary
Working with Lumary, we encountered a complex specification in their React Native application regarding reactive hiding/showing of several buttons, based on many conditions. The specification became more complex with each stakeholder meeting. Tensions rose.
Our information management/analysis system allowed us to form a clear vision of the logic. We cut through the difficult concepts, proposed a surprising, lateral and simpler solution which we which were able to convey clearly, to the stakeholders' delight. This refocus and simplification allowed us to remove over half of the logic. The change resulted in an easy-to-understand and feasible-to-implement specification which pleased all parties. More, it increased value-to-cost ratio as well as execution speed.