The main myths of custom development

The main myths of custom development

Myths have accompanied man since ancient times and continue to exist now — already in the world of high technology. We found out what myths are found in the field of custom development, why such stereotypes appear, and most importantly, what work in an integrator company really is.

Yuri Chvyrov

Head of the Architecture Service of the company “Sinimex”

The appearance of the myth is associated with the development of insourcing, that is, the appearance of the customer’s own development teams. To motivate their own staff, the customer can keep interesting tasks for themselves. On the other hand, large clients have much more projects and tasks than their own specialists.

There are examples when companies initially focus on IT integrators, and recruit mainly managers into their own teams. There are tasks that are completely given to contractors.

As for interesting and modern technologies, sometimes the customer provides their choice to the integrator. In this case, everything is in our hands, and developers are trying to use the latest approaches, technologies, frameworks, products.

One of the main tasks is to understand the customer’s competencies and select solutions that he can support and develop. In the work, you need to look for a middle ground between new technologies and the availability of competencies from the customer.

It happens that the customer has his own stack, or he chooses the technologies himself, in which case our choice is somewhat limited. However, many clients use modern technology from the point of view of development, for example, Kubernetes or Openshift container orchestration platforms, Apache Kafka-based brokers, S3 repositories and other solutions.

Therefore, there are enough interesting projects for everyone — both for their own teams and for attracting integrators.

Evgeny Kovaltsov

Evgeny Kovaltsov

Head of the support and Support Center of the company “Sinimex”

Over the past decade, custom development has transformed into custom product development using appropriate principles and approaches, such as DevOps methodology. The advantage of custom product development is that the customer does not need to keep a product team and take over management and expertise — the integrator takes over.

In the old form, custom development does not work, and we switched to an iterative approach of project management. This approach is not based on a specific The customer’s technical specifications are based on the vision, which may vary depending on market conditions.

For example, a product has entered the market, but there is a need for new features and functions. These are projects with a continuation. Is it possible to deliver a customized product that is constantly evolving?

Also, if there are problems during operation, the developer can initiate the automation of the correction or offer a solution that will avoid the identified problems. Everyone can make their own innovation.

In this sense, the iterative approach gives specialists the opportunity for self-development and initiative.

Yuri Chvyrov

Yuri Chvyrov

Head of the Architecture Service of the company “Sinimex”

There is an opinion that custom development, unlike product development, has no continuation, and the team does not know how the product behaves in industrial operation. Let’s look at other scenarios, when after the implementation the life of the product does not end, and then it is supported.

Sometimes the customer supports the solution on their own, but more often the contractor continues to provide support. When a company implements a solution, it is worth giving a guarantee for it. If something happens, the company’s employees are connected. It is always interesting to know how the created solution behaves in industrial operation — in combat. This is a useful experience.

Alexander Buiko

Alexander Buiko

Head of the Quality Assurance Department of the company “Sinimex”

The stereotype that testers and developers are rivals is popular primarily in IT communities on the Internet, where you can find various memes on this topic. In real life, the situation is different.

Many people have heard about the Dunning-Kruger effect and the curve of self-confidence. The hypothesis states that less competent people generally have a higher opinion of their own abilities than is typical of competent people. Such an effect can be found in the IT sphere.

Junior specialists may consider their code perfect, and testers may destroy their idea of the work done. Middle-level specialists, on the contrary, write good code, but they believe that there is a flaw there. In this situation, testers confirm the absence of defects and strengthen the self-esteem of the developer.

When I started working as a junior testing specialist, I mistakenly thought that if I found a defect, then I should blame the developer for writing low-quality code. But it was quickly explained to me that the company adheres to the Agile Manifesto.

There is a clause in the manifesto: the entire team is responsible for the service or product. Developers and testers should tell as specifically as possible where and what weaknesses the product, code, software has. The mutual assistance of the team is especially felt on large projects, where large development, testing and analytics teams work, and project managers broadcast Agile values.

With this approach, quality becomes the responsibility of the entire project team, and testers and developers are allies, and certainly not rivals.

Yuri Chvyrov

Yuri Chvyrov

Head of the Architecture Service of the company “Sinimex”

It is believed that the customer is the owner of the tasks, he must make decisions, and the contractor can only perform the work. In practice, I have a different experience.

On some projects, the customer asks the contractor’s team to connect as much as possible to solving global and strategic tasks, to express their professional opinion. Of course, all decisions need to be coordinated in the bank. But this is no different from the processes when an architect from the bank’s internal team offers a solution — these are all the same approvals.

If we look at the integrator’s tasks classically, it seems that we only implement business applications. But we also have activities on platform services, our employees wrote development rules for the customer.

We wrote the concept, coordinated it with colleagues in the bank. This is already the level of Enterprise architecture, when employees together with corporate architects develop a global strategy. In general, working in an integrator company gives an employee the opportunity to be heard, to try himself as an architect of business applications, and as an enterprise architect.

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