Developing a good system takes into account not only the immediate bottlenecks identified that the client
Claudio de Abreu Sá *
November 11, 2014 – 8:15 a.m.
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Some people think that hiring the development of a software or system is how to download an app on your smartphone. Simply identify the problem that needs to be solved in the company, choose the latest technology that fits the needs and pointed out, in a few clicks, the technology will begin to function simply and quickly.
Far from it, the reality is that many executives and managers end up choosing to buy incomplete, inadequate and expensive tools that lead to a lot of headaches over time, just not knowing how to manage the process -. from the selection of the supplier until the necessary adjustments to adapt the software to the reality of the organization
Developing a good system takes into account not only the immediate bottlenecks identified the customer, but also all problems and gains he may have with automation of processes, something impossible to see completely before implementing the technology. Many companies fail to realize the potential that exists behind the technologies they purchase.
In general, organizations think of developing a tool only when they realize that there is some difficulty that prevents the growth of an operation or when it consumes more human resources than the Company has or is willing to use. But the bottleneck accustom to be just the tip of the iceberg and the simplistic thinking that ‘it is necessary to buy a program that does something for us’, can be quite harmful to business.
Almost all businesses need several programs integrated into a system to ensure operational efficiency. But in practice, what happens is even more the sale of softwares in the traditional format, which does not take into account the need for flexibility in designs, especially in a time when organizations need to adapt quickly to changes. This former process can be compared with the construction of a house. Ie, the person who wants to build their new home, tells his need for an architect and this makes drawings of how he imagines an ideal home for every family. When the customer finds that the proposal is good, authorizing its construction.
In IT, the traditional development is very similar. The user presents a problem for an analyst or programmer and that imagines a way to solve it. Once approved solution, begins the development of software that is delivered complete and closed form.
This method seems to be the simplest, but it is not ideal because it can derail adjustments and the quality of project. Just like building a house, after the foundations are made and the walls are already built, there is not much turning back. He warns that the internal processes of the company can change and this is directly reflected in any software involved.
Another important factor is that players who had not been involved before can simply raise new demands, causing profound changes at all that was being done. So technology companies with more market experience looking to work with contracts with flexible or negotiable scope. This new form of business allows an initial survey, which indicate the main points of the iceberg of companies is done. This prevents the process get plastered and companies pay for expensive software that, when delivered, just do not meet more demand, or worse, hinder more than help.
Currently, the hiring of developing software in small steps, also known as sprints, has been a trend among companies, by offering the option to negotiate with the supplier a kind of test-drive the product, identify its utility in targeting specific problems for a period of 7-14 days. Thus, it is possible that the customer test the functioning of the technology and thus can suggest changes to the project scope. Each organization chooses the period that makes sense for your needs.
After the first sprint finish, it can assess what has been done and choose, along with the developer, what next needs to be tested further. Thus, every sprint, the customer has the option to request new features or removing processes that were in the initial scope, but for some reason, no longer needed. This methodology called Scrum, makes the development much more flexible and, most importantly, produces a much more appropriate to the real needs of the end client software.
Finally, I advise managers to treat software development as a process of consulting with constant monitoring, something different from what is practiced widely in the market, where companies are used to hiring IT suppliers punctually by system software or who want to develop. To hire an old-fashioned software, the customer usually pays a lot of money throughout its development, which can take months, or even years, just seeing the results in the end. If this result is bad, or if you simply do not meet the demand at the time of delivery, he has a huge financial and operating loss.
When hiring a company flexibly, every sprint he will have contact with what is being done and in a short time, is beginning to have parts ready for testing and use software. That causes it may interfere with the development of each small period of time and the end result is much more appropriate and inexpensive compared to their real needs. Additionally, each new piece of software that becomes available for use opens a range of possibilities for changes and improvements to processes that were being used. You can even do things once thought impossible or unthinkable. With this, the end result may end up being much better than planned.
* Claudio Abreu Sá is a security expert at the company Vialink information.
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