Building an Effective Software Development Team: A Complete Guide

According to Statista, the global developer population is expected to reach 28.7 million people by 2024, an increase of 4.8 million from the number seen in 2019. The number of developers might be abundant but building an effective software development team has never been easy. It is not about finding the best candidates, but about choosing the most suitable one, creating a correlation between members, and well manage the team.

Here are a few tactics for building a successful software development team:
Building an Effective Software Development Team: A Complete Guide by Savvycom

In this guide, you are going to learn:

  • How to define great goals?
  • The ideal size of a team
  • Ways to delegate effectively within the team
  • Tricks to boost team members engagement
  • Efficient tools to evaluate team performance

1. Software Development Team Goals

1.1. Fulfill the work requirements 

Setting fix software specification is a must, but keeping flexibility for sudden requests remains crucial as no one can predict all the potential possibilities. Here are the tactics:

  • Establish a communal understanding of software among the members involved: In the first stages, business analysts held workshops with the customer and the team to settle major software requirements and make sure everybody was having the same thought.
  • Prepare the full-fledged change management procedure: Every change request was proceeded as a business proposal and added to the project direction. After the changes were applied, stakeholders did user acceptance testing for the final approval.

1.2. Be on-time

Meeting deadline also has a recipe, which ensures working efficiency and aids the leader to manage the team.  This recipe has several aspects, especially the long-term projects, here are two of them:

  • Automate routine: The software development team fastens up the progress and ascertains smooth functionality integration with the working solution by automating the delivery pipeline within the DevOps approach.
  • Constant progress tracking: Using burndown charts showing work progress to keep focused and plan daily resources and team velocity chart demonstrating the average scope of work finished per iteration to plan reasonable workloads for future iterations is widely chosen.

1.3. Deliver high-quality software

Thinking about software quality at the very beginning of a project is highly recommended. For instance, ensuring project’s quality included the following cornerstones:

  • Reviewing codes. Automating code reviews to track code quality was an irreplaceable part of the software development routine to avoid code complexity with software maintenance problems. Good code should be neatly organized and simplified to its max.
  • Constant testing: establishing constant testing in the DevOps approach framework to identify quality bugs before deploying into production is crucial. If testing is left for the last, the workload is too heavy to be checked carefully.
  • Nurturing agile culture: Software development teams led by agile methodology deliver high-quality software in the fast-changing market: considering both speed and quality, dividing responsibility, communicating regularly, and understanding the business side.

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2. Software Development Team Structure

2.1. Team Size

“One team should be small enough that it can be fed with two pizzas”, according to the two-pizza rule by Jeff Bezos. Small teams are more likely to concentrate on what needs to be completed than on timetables and keeping people informed. Agile methodologies use the same methodology.

The size of a software development team, on the other hand, is primarily determined by the project’s scope, available resources, budget, and deadlines. Communication becomes more difficult when you have a larger group. So, dividing the big team into a few small cross-functional autonomous teams headed by team leaders is a smart idea.

Building an Effective Software Development Team: A Complete Guide by Savvycom

Size team is the key factor affecting a team’s productivity

According to a poll on HackerLife, the most optimal size for an IT project is within 4-5 people and on average the team comprises of around 6 people. This conclusion is proven by an experiment called the Ringelmann effect, which is the tendency for individual members of a group to become increasingly less productive as the size of their group increases (Wikipedia), also called the social loafing phenomenon.

Building an Effective Software Development Team: A Complete Guide by Savvycom

How many members are there in your team? (Source: Quora.com)

The experiment involves increasingly large groups of people pulling a rope, Ringelmann deduced that for every person added beyond 5-6 people, individual contributions to the group became smaller.

2.2. Team Roles and Responsibilities

A successful software development team might not gather all excellent developers. Each team members play a vital role in the efficiency of the work process. Although the team’s composition can differ depending on the situation, these are the most common positions:

  • Product Owner is a person who knows of how the final product should look like. This role is usually played by a person representing the customer or by the customer himself. 
  • Project Manager is responsible for the entire project process: planning, defining work scope, implementing, monitoring, and closing a project. PM optimizes the team’s work quality, identifies goals, and ensures the product meets all the requirements. 
  • Tech Lead is a highly-skilled software developer who can define the tech stack and review the code to ensure software quality. Tech Lead provides mentorship to developers and assists them throughout the process. 
  • Front-end/Back-end/Full-stack Developers are team members who apply their coding knowledge to building software. A front-end developer is responsible for the interior design of a house built by a back-end developer, while a full-stack developer does both.
  • UI/UX Designers are specialists responsible for creating interfaces and delivering the best digital user experience. 
  • Business Analyst analyzes the client’s business needs and searches to enhance the quality of digital products and services. 
  • Quality Assurance a person responsible for verifying software quality. Such a form of software testing makes it possible to check if regression errors occur. In other words, to check if work on new features didn’t cause errors in already existing and functioning system areas.

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Common software development team positions diagram

How to choose the right person with the right role and responsibility?
Building an Effective Software Development Team: A Complete Guide by Savvycom

Listing a number of candidates with regard to their technical background then evaluating their soft skills. Make a decision based on some extra factor like working style, personal characteristics, and logical thinking. A fit member is the one who can not only fulfill job responsibilities but will also collaborate well with colleagues.

3. Software Development Team Engagement

3.1. Encouraging Communication

Building an Effective Software Development Team: A Complete Guide by Savvycom

A software team discussion in Savvycom

“The more the team communicates, the sooner the goal may achieve”. The productivity of the software development team largely depends on communication. Transparent communication and two-way interaction among team members can hasten the project speed, boost creativity and working efficiency. Communication is also one of the core values of Agile Methodologies.

Employees should feel like they can add to the conversation both with superiors and co-workers. When people build trust on a personal level, the benefits carry over into work projects. Daily standups, programming in pairs, or meetings in person can be a great help for team members to get to know each other on a more personal level to increase mutual trust, respect, and understanding of each other’s characteristics and strengths. Praising and recognizing teams and individuals who have the best performance will boost confidence and morale, encouraging teams and individuals to keep up the good work as well.

3.2. Encourage Innovation

Developers should be empowered to try new things. The technology world is limitless, and every business is in different stages of adoption and adaptation. If developers can justify the change and is passionate about making advancement, it would be a loss to discourage them. The leader must be willing to let them try, fail and learn.

When a developer puts forward a rigorous code quality assurance process, using newly-discovered tools that he was exposed to at his previous software project, the manager should open to a demonstration or proof-of-concept. Or a group of developers comes forward to discuss changing the project’s source control technologies, believing that making the change will propel velocity and improve the team’s development performance. They are all positive signals and should be encouraged.

LEARN MORE: A Detailed Comparison between Software Engineer and Software Developer

4. Software Development Team Performance Evaluation

Dozens of mistakes might occur during the software development process. Numbers of performance measurement metrics are used to prevent any possible losses. Up to 70% of the top-performing teams have been using at least one metric, according to CodingSans. Here are two common metrics that widely utilized.

4.1. Agile Performance Measures

The agile metrics include some of the fundamental metrics, such as lead time, which is the time it takes from the idea to the final product’s handoff. The other measure is cycle time, the time needed to complete one work unit. The imperative aspect that needs to be measured is the team’s velocity – the team’s average number of tasks in one sprint. Finally, the measure is the open/close rate, expressing the number of reported and solved issues within a specific timeframe.

4.2. Production Analysis

Building an Effective Software Development Team: A Complete Guide by Savvycom

Evaluation is a necessary step for effective development team building

This measure is applied at the product’s production stage. Production analysis includes analyzing the Mean Time To Recover (MTTR), Mean Time Between Failures (MTBF), and Application Crash Rate. The Mean Time Between Failures is the period of time between occurring errors or failures – the longer, the better. The software is working great if no errors pop up during a long time period. The Mean Time To Recover means the average time needed to “fix a problem”, measured the period of time since the problem comes up until the issue has been resolved. Lastly, Application Crash Rate is calculated by dividing the number of errors that occurred while using the software by the number of times the software used. This figure is the smaller, the better.

4.3. Which Metrics To Choose?

The metrics should reflect the business goals. A meeting of all software development team members will choose the best performance measures to fit the project and vision. The chosen metrics also need to answer some business-wise questions because good software’s performance can increase sales, revenue, engagement, and many more.

4.4. Effective Use of Performance Measures

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The metrics is a powerful tool only when combined with your team’s knowledge of the project. To effectively use all of the above performance measures, the team needs to stay flexible and focused on the main goal. In some cases, to reach the requirements in the measure, the quality was ignored.

4.5. Tools And Frameworks for Evaluation

a/ 360-degree feedback

360-degree feedback is one of the most popular methods for evaluation because of its confidential nature. In this framework, managers receive anonymous feedback from individuals with whom they interact frequently in the course of daily operations. These can include internal and external customers, superiors, direct reports, subordinates, vendors, etc. Evaluators are then chosen at random from the above groups to avoid skewed results. Based on the interpretation from the evaluators, you will be able to filter out the information you need for evaluation and appraisal.

READ MORE: The Essential Guide To Software Development Services

b/ Balanced scorecard

Another method you shall put into use is the balanced scorecard. This approach combines quantifiable information, such as sales quotas and budgetary requirements, with performance standards particular to the position. This method utilizes key performance indicators, or KPIs, to track how well the employee has reached short- and long-term goals. These take into account the employee’s career growth and adherence to best practices as set forth by the individual organization.

c/ Self-evaluation

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Lastly, self-evaluation. This allows the employee to rate himself/herself against the same or similar criteria used by his supervisor. Often this involves qualitative and quantitative criteria. This method can raise the credibility level of the process in the view of the employee; especially when the employee’s self-assessment score lines up closely with that of the supervisor. When the scores are somewhat at odds with one another, this tool offers discussion processes whereby these differences can be discussed in a safe, constructive manner.

5. Applying Agile Methodology and Developing a Scrum Team

With nearly 10 years of bringing the most advanced technology solutions into the business world, Savvycom can provide a professional working process, an awesome team structure. Every software designed by Savvycom is constituted of careful planning and collaboration of the project’s team members as of this framework. Why Scrum? Agile Software Development Methodology is the most popular in IT companies, and Scrum is a framework commonly used alongside this approach. Scrum is characterized by well-planned sprints, which are continuously reviewed and adapted along the way.

Here is the example of a Savvycom team’ composition

Building an Effective Software Development Team: A Complete Guide by Savvycom

Software development team diagram

Product Owners, located at the top of the diagram, in the case of an outsourced company, could be the company’s client. They have a vision of what their product is, whom it serves, and how it should be. Commonly, they will give the project manager a set of product requirements and expectations that he/she desires their products will have.

Leading and managing the whole team is a Project Manager (PM), who identifies where and how the team members will go to achieve their goals. They are in charge of optimizing work efficiency and ensuring the product meets all the requirements. PMs will take charge of recruiting team members, identify their strengths and weaknesses to assign prosper tasks for everyone in the team. More importantly, they are also responsible for tracking team members’ workflow and make sure they strictly adhere to the timeline.

Lying at the lower level are Business Analysts (BA). BA acts as a bridge to connect business challenges with technology solutions. Their role is to make a set of questions to ask their clients in order to have a deeper understanding of the project. This can be done by an array of assignments such as asking clients for explaining requirements for developers, gathering comprehensive information about project needs, and conducting user acceptance tests.

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Work process

In general, after thoroughly understand user requirements, UI/UX Designers will illustrate design ideas using process flows, storyboards, and sitemaps as well as design graphical user interface elements like menu, tab, and widgets. On the premise of UI/UX, developers will use an appropriate programming language/required technologies to create clean, efficient codes based on specifications. The team members must collaborate well with each other to build and implement ideal functional programs.

In this phase, there are three kinds of developers:

  • Web developers
  • App developers
  • DevOps.

These two first terms are simply distinguished by their platforms.

Web application developers engaged in developing and designing web/network applications and make sure they work well on the internet. As a web contains both the interface – what users can see and the code – which is only be seen by the developers, it is typically divided into Front-end developers and Back-end developers.

  • Front-end developers manage everything that users visually see first in their browser or application, in other words, they are responsible for the users’ sense.
  • Back-end developers manage the server-side of an application and everything that communicates between the database and the browser.

Mobile applications developers include iOS and Android developer teams, sometimes could be cross-platform developers who can play well on both iOS and Android systems.

Another essential part of a software developer is DevOps. They are a combination of Development & Operations team. The main goal of DevOps is to increase the quality of the product to a great extent and to increase the collaboration of Development and Operation team as well so that the workflow within the organization becomes smoother.

Building Software Development Team | Savvycom - 3

Finally, Quality Assurance (QA) is at the bottom level in the diagram. After having the first version of the product, the QA department will implement testing whether the draft has any bugs or not. They convert requirements and documents into a set of testing cases and scripts, which can be used to verfìy if the application meets the client’s expectations. These testing cases will be applied continuously until there is no unexplained error found in the system.

Final thoughts

Building an effective team is nowhere near easy. It requires a rotation of planning, organizing, leading, and controlling, in combination with other interpersonal skills and management of the various environment. Lots of effort, persistence, observation, and improvision must be exerted while facing up with the changing situation within the team, therefore you shall never put your guard off.

As strength in building an effective software development team, Savvycom has rapidly raised our flag in the IT outsourcing industry, delivering hundreds of projects to many businesses across the world and became a trusted partner with worldwide clients.

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Everything you need to know about Agile Software Development


What exactly is Agile? Is it really a hit, or just a miss covered in unhealthy compliments?

In this article, we are going to shed light on every facet of Agile, as well as to rationalize the reasons behind the hype over this type of development methodology to help you choose the fittest one for your company.

What is Agile Software Development?

Agile software development refers to software development methodologies centred around the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The ultimate value in Agile development is that it enables teams to deliver value faster, with greater quality and predictability, and greater aptitude to respond to change. 
All that being summarized in three keywords: better collaboration, fast process and flexible to changes.
In detail, here’s a diagram that describes the whole process:


Agile software development process prioritizes collaboration | Source: TMS

Calculating the pros and cons

Everything has its upside and downside – so does Agility. Although Agile Software Development is a bit of a trend lately, it doesn’t assure that the methodology will be a great match to your business model. Thereby, the first step to know whether Agility fits your company is to deep-dive into the values it really offers.


Flexibility and adaptation: These are seemingly the biggest superiority of Agile methodology in comparison with other methods (e.g waterfall). In agile development, the whole process is broken down into smaller iterations. At the end of each iteration, a working product shall be finished and sent to the customer for immediate comments and feedback. 
Adjustments, therefore, are made in the next iteration as per customer requirements. Put it simpler, agile development is a process of constantly re-building the product until it satisfies the customers. Various versions will be made at the end of each iteration, each of which is a working product. 
Hence, if there is any unexpected events or change of requirements, you don’t have to do it all over again as in the waterfall method – you just have to start from where it goes wrong.
Transparency: Agile development promotes the idea of face-to-face meetings and straight-forward communication as well as mutual contributions, therefore, all ideas, comments, criticisms, disagreements, etc are made sure to be delivered to the whole team. 
This not only improves the collaboration among team members but also mitigates the possibility of misunderstanding and unnecessary conflicts, enhancing the efficiency later on.
Better efficiency: Agile development is all about cross-functional collaborations and on-time product delivery. Teams are no longer involve only people of the same positions: it diversifies from coders, designers, testers to QA, with which each of them bears a customer-oriented mindset. Therefore, wastes are minimised, goals are faster to be attained.
Higher satisfaction: Agile development provides immediate feedback at the end of each iteration to make sure the product is as close to customer requirements as possible. 
Moreover, communication factor in Agile is always prioritised, which encourages customers to involve as much as possible in the development process, to the point that it seems like making them part of the team, therefore shortens the gap between the “employer” and “employee” – not only in terms of work but also in personal life.


Less predictability: Often time, Agile developers find it hard to quantify some deliverables (time, cost, effort, etc) put into designing software. This might lead to frustration, bad decisions, poor practices and end up firing back to the development team itself.
(Too) high commitment: Agile development requires the development team to keep the customer updated about the product frequently and constantly. This might put a big pressure on the team to report everything to the customer and adapt to their ever-changing requirements as well as to commit til’ the end of the project.
Considerable fall-of-track possibility: Agile development requires little planning at the beginning of a project. As such, needed actions are sometimes unclear, which might cause you to forget the main focus and leave you in an inescapable cycle.
Moreover, because of the lack of detail planning, many probabilities might be yet to take into consideration, and the level of preparation for pop-ups is likely to be low. Your project might suffer tremendously due to this if you don’t have the flexibility to deal with unexpected crises.

Measure the efficiency of Agile Software Development

The pros of Agile development, at some points, may exceed the cons, however, if a PM fails to facilitate and evaluate the results, the opposite effect would likely to happen. Therefore, learning some metrics to accurately and effectively measure the performance will never be a waste.
Some basic yet useful measures are:
Velocity: Velocity measures the amount of work (a number of features) completed in a sprint. While it isn’t a prediction or comparison tool, velocity provides teams with an idea about how much work can be done in the next sprint.
Sprint burndown chart: The sprint burndown chart shows the amount of work remaining to be done before the end of a sprint. The tool is particularly valuable because it displays the progress towards the goal instead of listing completed items. It’s also very useful in uncovering planning mistakes that a team made at the beginning of a sprint.
Cycle time metric: The cycle time metric describes how much time was spent on a task, including each time the work had to be reopened and completed again. Calculating the cycle time provides information about the overall performance and allows for estimating the completion of future tasks. 
Cumulative Flow Chart (CFC): The cumulative flow metric is described by the chart area showing the number of different types of tasks at each stage of the project with the x-axis indicating the dates and the y-axis showing the number of story points. Its main goal is to provide easy visualisation of how tasks are distributed at different stages. 
Flow efficiency: Flow efficiency is a very useful metric in Kanban development that is mostly overlooked by development teams. While flow efficiency complements cumulative flow, it gives insights into the distribution between actual work and waiting periods.
Code churn: Code churn is a very useful visualization of trends and fluctuations that happen to a codebase both in terms of the overall process and the time before a release. It measures how many lines of code were added, removed, or changed. Sometimes the graphs show all three measurements.
Code coverage: Code coverage defines how many lines of code or blocks are executed while automated tests are running. Code coverage is a critical metric for test-driven development (TDD) practice and continuous delivery. 

Tools to optimize Agile Software Development process


With the development of technology as today, there are countless tools you can use alongside Agile Development. The major tools will be categorized into different groups, which are most likely to be:

Source control tools

Git: Git is a distributed version-controlled system for tracking changes in source code during software development. It is designed for coordinating work among programmers, but it can be used to track changes in any set of files. Its goals include speed, data integrity, and support for distributed, non-linear workflows.
Mercurial: Mercurial is a distributed revision-controlled tool for software development. Mercurial’s major design goals include high performance and scalability, decentralization, fully distributed collaborative development, robust handling of both plain text and binary files, and advanced branching and merging capabilities while remaining conceptually simple.
Subversion: Subversion is a free/open-source version control system (VCS). That is, Subversion manages files and directories, and the changes made to them, over time. This allows you to recover older versions of your data or examine the history of how your data changed. In this regard, many people think of a version control system as a sort of “time machine.”

Continuous integration tools

Hudson: Hudson is a powerful and widely used open-source continuous integration server providing development teams with a reliable way to monitor changes in source control and trigger a variety of builds. Hudson excels at integrating with almost every tool you can think of. Use Apache Maven, Apache Ant or Gradle or anything you can start with a command-line script for builds and send messages via email, SMS, IRC and Skype for notifications.
Jenkins: Jenkins is an open-source continuous integration software tool written in the Java programming language for testing and reporting on isolated changes in a larger code base in real-time. The software enables developers to find and solve defects in a code base rapidly and to automate testing of their builds.
Travis CI: Travis CI is a hosted, distributed continuous integration service used to build and test projects hosted at GitHub. Travis CI automatically detects when a commit has been made and pushed to a GitHub repository that is using Travis CI, and each time this happens, it will try to build the project and run tests. This includes commits to all branches, not just to the master branch.

Team management tools

Agile Manager: HP’s Agile Manager is built to organize and guide teams from the beginning as they plan and deploy working code through the agile model. At the early stages of the cycle during the release plan, the managers gather the user stories and decide how the teams will attack them. These set the stage for the sprints and deployment
Active collab: Active Collab is organized to help software shops deliver code and account for their time. The heart of the system is a list of tasks that can be assigned and tracked from conception to completion. Also, there is a system-wide calendar helps the team understand and follow everyone’s roles. The system checks the amount of time devoted to all the tasks so the team can determine how accurate their estimates are.
Pivotal Tracker: Pivotal Tracker is just one of a constellation of tools from Pivotal Labs created to support agile development. The core of the project is a page that lists the tasks that are often expressed as stories. Team members can rank the complexity with points, and the tool will track how many tasks are being finished each day. The constellation includes Whiteboard for team-wide discussions, Project Monitor for displaying the status of the build, and Sprout, a configuration tool.

Case studies for lessons learnt

You are still doubting of the efficiency of the Agile development method? Maybe these successful stories would prove it for you!


LEGO is probably one of the most popular cases when it comes to Agile software development. It began the agility journey by introducing changes at their team level. There were 20 product teams working at the organization at the time. At first, just 5 teams were transformed into self-organizing Scrum teams. Then, bit by bit, the remaining 15 teams followed in their footsteps.
However, success doesn’t come that fast. After the initial reconstruction that individual teams became Agile, they were rather struggled with cooperating effectively together. In an effort to address the problem, LEGO decided to follow the SAFe (Scaled Agile Framework) framework pattern and added another level of abstraction – the program level. 
At this level, a team of teams is formed (also known as Agile Release Train, or ART for short). At LEGO, the team of teams was meeting every 8 weeks for a big room planning session, which lasted for one and a half days. During this meeting, teams showcased their work, worked out the dependencies, estimated risks, and planned for the next release period. 
There’s also a portfolio level, which is the top layer of the system. It is collection of long-term business plans, stakeholders, and top management. 
But what does SAFe does exactly to LEGO? By applying SAFes model, spreadsheets, excessive documentation and other unproductive practices are eliminated; developers are empowered to do things themselves; effective face-to-face plannings and meetings encourage people to communicate, make problems more visible to deal with, improve the processing pace as well as increase the accuracy in estimation and prediction. 
It not only solves LEGO’s team-cooperation dispersion issue but also guards against all potential hazards they might face in the future, therefore, increase the company’s efficiency towards the goals
Key-takeaway: What we can derive from this case is that building different levels of management as per SAFe can not only reinforce the collaboration among teams but also make the whole development process more effective so that the goals are closer to attain.


Different from LEGO, CISCO applies Agile not on the whole business, but on a specific product called the Subscription Billing Platform.
Before switching to Agile methodology, Cisco had a history with the Waterfall methodology. As such, the company used to construct their teams based on the functions, each team focuses on one act of the development process. For example, there is a designing team, a building team, a testing team, and a deploying team.
However, the method turned out to be a bad match for Cisco. Defects were many, and deadlines were being frequently missed. People were working overtime with low productivity. 
To solve the problem, Cisco plays the same game as LEGO: switch to SAFe. Cisco then created three ARTs (Agile Release Trains), which can be considered as a team of teams, for capabilities, defects/fixes and projects.
Every day, the team had a 15-minute meeting to determine work items. Therefore, greater transparency is provided: each team will have a heads-up about what the other teams were doing and are able to manage themselves, promoting accountability through status updates and awareness.
However, it seems like it is not enough for Cisco – they want the efficiency to peak more. As such, they combined the SAFe with the Scrum framework that is previously used on another product – the WebEx app for Samsung. Some XP practices, such as test-driven development and continuous integration (CI), were used as well.
Once Cisco started following the SAFe methodology and introduced Continuous Integration (CI), they receive various achievements as you can tell through the numbers below, which proves the power of Agility:

  • 40% decrease in critical and major defects.
  • 16% decrease in DRR (Defect Rejection Ratio).
  • 14% improvement in DRE (Defect Removal Efficiency) 

All the products are on time other than overtime like before.
Key-takeaway: The biggest lesson you can take from here is that you can use various Agile framework within the same organisation at the same time to maximise expected results. 


Jio Health, a product developed by Savvycom, is a mobile app that runs on iOS and Android to help doctors deliver better health care, as well as help patients to connect directly with their Care Provider without any restriction. This could be called as an Uber-solution in Healthcare Industry but means more than just delivering or connecting. It helps community health be better and short the gap of reaching private Healthcare among patients and doctors, and is referred to as A breakthrough in Health-care service by several critics. 
At the beginning, Jio – the business customer that required Savvycom to build the app – had certain concerns about how the vision and mission they wanted the product to deliver could be understood by developers. However, with Agile, the major development method of Savvycom, the communication between client and developer reached 30% growth in comparison with that of the waterfall method in other traditional development company. Jio, thanks to that, wasn’t merely a customer – they had really become an engineer, a part of the development team. The close synergy had, therefore, paved the way for the product to be well-designed in accordance with Jio’s expectation. 
Furthermore, thanks to Agile, despite more than 10 times of restructuring and rebuilding the software to match Jio’s feedback, it only cost Savvycom around 7 months to completely finish the challenge – which in the end even left Jio with astonishment.

“Savvycom has gone above and beyond the traditional engagement of vendors. We really can’t even tell the distinction between where Savvycom begins and Jio ends. It’s been a wonderful experience!”

(Raghu Rai, CEO of Jio Health)

Key-takeaways: Close collaboration remains the best practice of Agile methodology. The advantages a company can earn through team working with customers – or Agile in a larger sense, is limitless and shall apply to almost every process of development.

FAQs – Frequently asked questions

Q: Is Agility for software development only?

A: Sure no. There are various variants of agility, apart from software development. The principles of Agile, as discussed in the previous pages, can be applied in every other part of the company. In the end, it’s all about flexibility, communication, cross-functional collaboration and customer-oriented mindset, which shall be promoted in literally all fields of the economy. Especially in terms of HR, developing an agile culture can make a big positive impact on the success of the company in the long run. Agility is more than just a method – it’s a work style.

Q: Is Jenkins an Agile software development tool?

A: Yes, it is. It’s even considered by many developers as one of the most popular Agile development tool thanks to its free-of-charge basis as well as high configuration and customisation.

Q: Is Tally an Agile development tool?

A: Nope. It’s just an Accounting software. If you are stuck with the books and numbers, it might be a great sidekick.

Q: Why Agile software development is not suitable for large-scale projects?

A: It’s true that Agile works terrifically well for maintenance, iterative development, and also for prototypes. But large projects always try to align budget, communications, marketing, support organizations, training, and so they need to know when to mesh the efforts with the product launch. Therefore, a waterfall approach to the project as a whole fits better.

Q: Is Agile development a framework or a methodology?

A: Agile is neither a methodology or a framework, meaning methodology or a process is much more complete and will specify how work should be done whereas a framework, on the other hand, is purposely incomplete ( like SCRUM, XP, Crystal). Therefore, Agile is more likely to be a set of principles and values.

Last words

A lot of necessary information and practical case studies were highlighted in this post to “bright” your mind. The key for you today is the Manifesto for Agile Software Development (the four values and twelve principles), the Agile process, the tools used and the measures taken in Agile Software Development, all of which should be a solid basis for both stakeholders and developers.
In case you have any further questions, feel free to contact us for more insights and knowledge. We would love to help you understand how your company can leverage with Agile!
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