The ability to deliver a predictable services experience is one of the great challenges facing the software consulting industry. The marketplace has come to accept — if not expect — mediocre project outcomes that often fail to meet their business needs.
We believe that predictable software development is achievable in a repeatable manner. However, it takes much more than a knowledge of software development fundamentals. It takes a superior requirements definition process, skill in fostering alignment among project stakeholders, and a culture that believes in making and honoring commitments.
How it Works
Our approach to software development is based on Getting PredictableSM best practices and virtually guarantees a successful software development effort. This is an iterative process that allows for change and feedback loops to keep us on track with success criteria.
Every Geneca team has clearly defined responsibilities, including a leadership team with the following roles:
- The Client Partner is accountable for making sure there is alignment between the project stakeholders and that the team delivers what the client needs.
- The solution doesn’t function? Lots of defects? Then find the Architect! If fixing one issue uncovers three more, don’t talk to the Project Manager. Find the Architect! The architect is solely accountable for making sure things work technically.
- If the system works, but the business can’t find the functionality they expect, seek out the Business Analyst or Quality Analyst (This can be the same individual). They are accountable for making sure requirements are met throughout the project cycle.
- Of all the Project Manager’s roles, transparency is first and foremost. The Project Manager keeps everyone aware of decisions being made and identifies and removes obstacles that interfere with team success.
Upfront Requirements Definition: The Key to Project Success
Using Getting Predictable DefinitionSM, we work with all of the project stakeholders to get agreement on project success criteria – before a line of code is written or an estimate is made. We define scenarios in business terms and identify exactly what needs to happen in order for a scenario to be done, done, done. Next, the delivery team presents a release plan that includes the expected cost, duration, and resources required to successfully complete the project.
Once our upfront work is completed, development begins. Our emphasis on upfront requirements helps us do a better job reducing future rework, supporting change control, improving testing efficiencies and, most of all, meeting project objectives.
The Client Experience
If you ask our clients what it’s like working with us, you’ll hear there are never any surprise costs, delays, or disappointing results that interfere with the success of your project. You’ll hear that we make and honor commitments and project outcomes are predictable
Our clients will also say that we’re transparent and they appreciate our passion for adding value, not billing hours. From design to delivery, our clients are amazed at the clarity and control they have over project deliverables, schedules, costs and potential risks. In fact, many clients tell us that our team feels more like an extension of their own software organization than an external resource.
How do our clients feel after our engagement? The same way we do: Software development can be a predictable experience.