Unless you’re preparing to commit corporate suicide, you never act on a hunch when developing software products. To progress from one stage to another, you always have a step-by-step strategy that you must stick to in order to avoid falling short as you move from a concept to a launch. The foundation of the entire software development process is this plan. While it may differ from vendor to vendor, it’s always crucial to get everything in order before beginning a new project.
The software development process that Relevant, a software development business with eight years of expertise, uses is thoroughly described in this article. It includes the procedures we follow, the teams involved, and all the information you need to get your project off the ground.
Nine software development processes make up our approach, which has been fine-tuned by using them to produce more than 200 products. You are welcome to use them as your A-to-Z reference.
Step 1: Determine readiness
When preparing for a new project, you could have more questions than answers. It’s okay if you merely lack knowledge of technical matters (e.g., architecture patterns). When you hire a remote software development team and move on to the next phase, you can receive professional advice on that.
When you don’t know how to establish product-market fit or if you’re entering an uncharted niche with an impromptu plan, these situations can raise some red flags. This can be a hint that you’re not yet ready to start the process of developing software products.
Three factors will determine whether you are prepared or not:
product information. A wonderful idea in your head is a good place to start, but without a detailed product spec sheet, it is only partially developed. Give your requirements, company strategy, product functionality, and value careful consideration. To give your project a structure without relying on speculation, your specifications must be as clear as feasible.
domain knowledge Any project with Relevant requires domain expertise since it is essential to achieving product-solution fit. Not simply another software version of flotsam and jetsam, but what your target audience wants, is what you take from it.
a relevant background. It goes more quickly if you are familiar with the procedure of the software product development life cycle for the industry you have been in for a while. It’s advantageous for you if you’ve established ties with customers and are currently working on projects. This can assist your product management professionals in creating a rollout plan based on practical experience, decreasing the likelihood that it will fail because you didn’t account for everything.
Are you a well-established business with extensive industry knowledge and a precise product specification sheet? Congratulations! All the boxes are checked for you to move on to Step 2.
But if your knowledge is insufficient to move on, you might want to take a little more time to close the gap.
Even if you don’t have it yet, you can nonetheless base your product on pertinent expertise by following these steps:
Investigate your target market to identify specialists who can assist you.
To support your project vision and identify the problems your product will solve, conduct client interviews.
Partner with subject matter experts to jointly manage your project
If you have no idea where to start, consider reading Running Lean by Ash Maurya for advice on an efficient startup process. In this video, the author outlines ten measures to take in order to achieve product-market fit.
Getting to know the team in step two
You can’t plunge yourself headfirst into the development process. Having a tight-knit team where everyone is familiar with the process is key to building a successful product from the ground up.
In most circumstances, these professionals will make up your team.
Executive in charge of technology
Initially, you discuss your product requirements and vision with a chief technology officer (CTO) or tech lead. However, your collaboration with these experts doesn’t stop there. They will be by your side during every phase of the software development process.
What they do: A CTO or tech lead leads your project, creates a plan, and aids in the technical development of your product. They keep an eye on how the software development processes are integrated with your business plan, spot roadblocks, and work out solutions. In order to maintain decision alignment, they also serve as a communication channel between you and other stakeholders.
Delivery supervisor
A delivery manager functions as the project’s administrative body. Throughout the SDLC, they make sure you receive deliverables on schedule and without paying too much for them.
What they do: A delivery manager works with a CTO or tech lead to building a project plan and keeps an eye on all phases of software development in terms of timelines and resource allocation. They disclose outcomes as they are attained and prioritize your company’s demands at each stage. A delivery manager advances in the Agile paradigm to optimize the value of your product through iterations.