It is important to have a good understanding of our client’s business and the objectives the client wants to achieve with the specific product collaboration.
Therefore, we need to identify what will make the collaboration a success: financially and business wise, in the market and with the client’s customers. And we need to have a realistic view on the contextual boundaries such as budget and competition.
The more information a customer provides, the better we can anticipate on the needs and the better we can put our skills to use.
Innovating and incorporating market demand is not just a matter of skill, talent and vision, it is also a matter of doing things right and not making common mistakes.
It is essential to define the ingredients needed to create a successful product. The system architecture is the basis: from understanding the architecture in existing products to defining the architecture in new initiatives.
Define the technologies and capabilities best suited for the project or as requested by the client. Capture the non-functional requirements as well and define a testing strategy.
They set the standard for architecture, tooling, collaboration, etc.
And your added business value is our goal, which completes the circle.
The best process management is not defined in a book or a phrase. Yonder uses an agile recipe, using Disciplined Agile Delivery, scrum, Continuous Delivery, whatever suits the need and customer the best. Our teams develop in short cycles, and ensure that the software can be released timely as agreed. We have the teams, capabilities, tools and communication processes to use the standards as defined and help clients obtain the goals as stated.
The method itself is never leading, simply because it does not determine added business value.
The process should make people focus on their contribution to the product and their creativity without losing track of time and money.