We know software development
with engineering principles is
to start in the future – and stay there

“Change before we have to” The ability to react quickly to client needs is a key asset in a digital evolution when deployment needs to be measured in weeks rather than months. We work closer with teams to Understand, Define, Build, and Own the products to transform business into a modern digital business.

We know great teamwork requires more than just great tools. We follow few proven methods, guides, and exercises that helps to make work better, and people happier.

Emphasis Frameworks

Identifying cross-cutting concerns for a project is one of the important steps in the analysis phase, and implementing it at the right time helps enterprise applications a lot.

The idea is that we analyse the needs of the various applications that need the framework, and build the framework. This helps us when we do migrate from large legacy enterprise applications.

Considering agile development and with one application built we then build another application which has at least some similar needs to the first one. We pay very close attention to any duplication between the second and first application. As we find duplication we factor out into a common area, this common area is the proto-framework.

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Engineering Culture, Delivery Mindset

Structured teams and their responsibilities, Cultural standards in the development process, and take ownership to build the technology assets needed to transform the business.

Each team member is responsible for creating as much value for our customers and the organisation as much as possible. We focus on hiring great problem-solvers and give them the information and freedom to take decisions quickly.

We always encourage prioritise on helping each other first, especially the new ones. Although each team owns non-overlapping pieces of the business, collaboration across teams is common and encouraged. We have a COE team to make sure standards are followed across the organisation.

Be transparent with our team goals and have a target. Encourage teams to collaborate strongly with each other.

Build tools to make sure standards are followed at the earlier stage of development, tools to help teams quickly learn and adapt new platform/framework/library updates. Basically, this will help the teams to make sure organisational quality is achieved continuously.

We spend effort in understanding the domain, identifying key customer KPIs, our customer’s competitor product, involvement in product discussion, and making a road-map to make our-self comfortable with our customers’ product. We used to own the product as a real agile team starting from requirement, development, testing and production monitoring (kind of QA at production) for our customers project.

Self-Initiative projects foreseeing potential obstacles

“Necessity is the mother of invention”

– proverb

Understanding technology is important to keep us updated with current trends.

We know technology is important for businesses and to stay up to date with technology we used to define our technology radar similar to how thoughtworks (An opinionated guide to technology frontiers). Our R & D team aligned with the Centre of Excellence will define and manage the radar by Assessing/Do Trial/Adopt of new Platforms/Frameworks/Techniques. This helps our delivery team to introduce new technology for our customers.

We used to deep dive into our customers’ domain and understand how their customers experienced the products from the initial stage of our engagements. We do even market analysis to understand the latest trends related to our customer products and initiate POCs to help them introduce new features which gives immediate value to the business. Continuously, with the help of the Centre of Excellence team we adapt the technologies/frameworks assessed related to our customers business.

Adaptable Operating Model