Clear code, consistent design, and innovative, modern solutions are the three most valued aspects that enable systematic app development. They represent the level of quality desired on the market and reflect the company’s involvement in the collaboration. Despite them being the ultimate standard of IT services, not every company delivers such results. The reason for that is technical debt.
What does it mean to produce technical debt? It means sacrificing the quality of the code or the overall architecture of an IT project in order to, for example, hit a particular deadline. At the same time, knowing that it will need to be fixed later as the current state strongly affects any future work with the code. The amount of extra work that arises from such behavior accumulates and can lead to the failure of the entire project. That is technical debt in a nutshell.
The most common reason for the accumulation of technical debt is new business requirements that make old code obsolete. Complex, multileveled projects take some time to be finished. At that time, progress in technology can make them outdated as there would be a better way to implement a certain function or a solution.
Another situation is when while working on a project, the team realizes the used software is not supported by the owner anymore. However, knowing how much time the team needs to repair the code, they can decide to leave it as it is. It’s because of the upcoming deadline or the higher costs because of the improvements. Usually, companies produce technical debt unintentionally because of the lack of senior-level developers or experience.
There are also circumstances when it is made deliberately. It’s when a company wants to meet the deadline for the new version release. However, it is usually a conscious decision with a full understanding of the consequences. A company decides to produce some technical debt for now but also plans to fix it as soon as possible. When it’s well organized, the team is informed about the risks and costs, there is a chance to quickly reduce the number of problems.
When a company chooses to work on messier code or design, the development team has to eventually return to the project and improve it. But when a team doesn’t know they code the project in outdated technology, the situation is more serious. If the problems are left untouched for a longer period of time, the risk of having more issues or errors buried in the code is getting only higher.
It usually leads to a situation when poor code quality and bad practices make that people don’t want to work with it. There is a shortage of people who knows the given technology. Lastly, the flood of errors make the repairing process influences the total cost of ownership
Incurring technical debt is not inevitable. Everything depends on the methodology of work and the willingness to create something innovative.
To control technical debt you need:
The reason why technical debt is so dangerous to a business is that it can block the whole development of it. It easily leads to a situation in which in a relatively short period of time the company is exposed to a lack of product development and unforeseen costs. That’s why It’s good to mention the risk of incurring technical debt early on to assure everyone knows the consequences connected to it. Because technical debt is not problematic until it is.
Mobile app development is a process that involves an integrated work of different IT professions. Apart from, developers, project managers, and technical writers there are also software testers whose presence is crucial to finish the app. Testers are said to have the easiest job in the room as they work is often compared to free volunteers trying out a product. In fact, the role of a tester is bigger and much more complex than just that.
A tester is a part of the QA team (Quality Assurance) and is responsible for testing the product for bugs, errors and all kinds of problems that have a negative influence on its general performance. The problems may be caused by introducing changes to the app that affect the code of it. To make sure the app is ready for launch, a tester follows testing stages, double-checking each feature.
One testing team usually includes several kinds of testers, for example, QA Team Leader, different Test Engineers (Manual, Usability or Automation testers), Technical Lead and Network Test Engineer. Although, not every company employs such an extended QA team as the size of it depends on the scope of projects and their budget. Nevertheless, it only shows how precisely may one product be tested. If a QA team includes a lot of members, one should make sure that their work is scalable. That means when we hire another tester the work will continue to run smoothly without communication problems. Also, the larger the team, the greater the competence to handle more complex projects.
Apart from A and B situations, there are other more complex scenarios that a user may encounter. To test the app well, testers need to think and behave like a user, changing settings and checking all possible options and configurations in the product. It requires patience but also a different perspective. Testers have to act as the most demanding customers without turning a blind eye on undesired details.
Instead of finding the universal technique that allows for testing the whole product at once, testers should become aware that it’s better to have a context-driven approach. Each of the features and simulated situations should be tested using a dedicated tool or best-suited test design. The approach itself ensures that all pairs of possible combinations of an operating system are checked. It’s the role of a tester to choose the proper test design which will enable him to create test cases. Test cases include the answer to a question: how should the system respond to the given input? They cover our expectations regarding the product.
Test results dictate the work of other members of the development team. Project Manager has to be informed about the progress to know how to lead the project team. If there are any critical bugs that would block the app, a tester has to report the status as soon as possible. His position is closely related to the developers. It’s their code that is taken under a microscope during testing stages. A tester has to know how to make bug reports so that it would be readable for them. Apart from that, he supports technical writers in creating user guides and, what’s more important, takes care of the security part of the product so the firewalls, passwords and the authorization process. He checks if the functionalities within the app are stable and how they are prepared for a certain number of active users.
What still intrigues, is that for some reason (probably budgetary constraints) customers don’t want to hire a tester during project development. Even though such a decision puts at risk the actual project and its future performance on the market. Lack of testing or inadequate testing is dangerous especially in companies that put at risk the lives of others. An interesting example here is a recent Boeing software error during the Starliner test flight. The company has already undergone some severe software testing reforms after the catastrophe of 737 MAX. That only shows how important it is for each line of code to be screened before the project is launched.
Having a tester in a development team is the biggest profit for a client. He’s in the project to make sure that all the necessary functionalities are safe, stable and resistant to any undesirable actions. Hiring a tester says a lot about your approach to the project and how much you try to make it happen. It’s also the most reasonable way you can secure your product on the market.
When thinking about app development, the two most important aspects are maintenance and support of the product. It takes some time before founders find the one exceptional business model. Meanwhile, the app has to be constantly developed through regular updates. Only when supported through subsequent iterations, the app has a chance to survive on the market. But what’s the strategy behind the regular app update?
Most successful companies (the owners of most popular apps) have project management methodologies and experience which is a huge leap forward from what was at the beginning. Through their development in the market, they understood that the regular and very frequent app updates provide the best results. Let’s take an example of a Pinterest app that is updated every three weeks or Facebook where the update is released almost weekly. One can say that everything depends on the amount of money and developers you have. But honestly, it is not about the resources but about the way you manage them. It is the moment when the Agile methodology of software development shows its benefits and has a chance to shine.
There are minor improvements such as bug fixing and the major changes, for instance, adding a new feature or making a completely new version of an app (different interface and/or functionalities). It’s obvious that the minor changes will take less time while working on a new feature may last up to even 2 months. The development team plan on what they would focus next based on the level of priority of each task and its importance. However, fixing a problem that causes users’ irritation is more important than introducing a new feature that may not be approved by the majority. Smaller updates can sometimes change a lot in terms of user experience and fix something that determines the interest in the product. Oh, and the last thing. In an Agile team where developers and testers work together, the boundaries between different versions of the app can wash out. That’s why no matter what your update contains you should have clear rules for numbering the versions of your app.
You should divide them into chunks. Give yourself two weeks to introduce all the elements to the app and while doing that, keep the feature invisible for users. This way you won’t lose the “WOW” effect on a day of release. Also, you would be able to pivot swiftly if there would be a need to change the direction. You should know that apps currently considered the best in the market took more time to be maintained than to be built in the first place. Moreover, keep in mind the amount of time which has left for competing with other companies. With each delay, your market is getting smaller and smaller. That’s why even if you want to rearrange the whole thing, change UX or make a new version of UI, you have to keep the pace and constantly deliver.
The most important thing is planning work to finish on time. BuzzFeed plans the strategy for about three months in advance. This way they have the flexibility to respond to possible changes that occur on the market. It is simply a backlog of a product. It shows that there are things which you can’t predict and having some time reserve can be helpful then. Of course, there are exceptions when it is impossible to release a new feature that was planned. However, it shouldn’t stop you from releasing the app update. Even if it would only contain some bug fixes. The developers are aware that a smaller release won’t resolve all of the problems at once. However, they know what should be done next to not lose the right track.
The audience. The number of people who are using your app because it helps them and they enjoy it. So the better we are at designing and building the app, the higher are the users’ expectations. That’s why we should reach their standards and build them the best environment we can. Only through such actions, we would be able to create a loyal group of customers who want to pay us for what we deliver. Want to know more about app updates? Read this.
Creating a product you need expertise from many different fields. You won’t build an app without a plan and you won’t write code if you don’t know what should be the outcome.
Those two disciplines cross with each other when it comes to working on a project. It’s when designers and programmers should combine forces to deliver the best results possible. Why is it so much easier when those two groups collaborate? The answer waits below.
A programmer codes. A graphic designer (as the name suggests) designs, even though in scrum designer is one of the “developers”. What’s an important detail here? Both create the product. We can all agree that the consistency of an interface of any product is important. The easiest way to achieve it is to make a project team consisting of those who take care of its visual aspects but also those who build the code of it. When the two groups communicate with each other while working and respect their fields you can expect satisfying results.
Imagine being a programmer and receiving a finished project from a foreign studio. Someone would say that your only job now is to program the app as they want. But is it the only one? If the software house doesn’t collaborate with the studio and it’s not time&material contact, it means that you cannot ask or suggest a better solution that would not only be easier to make but also which would be more innovative.
Let’s start by saying that it’s not done through the scrum method. To prepare a visual project you need to be given a brief, so the assumptions on which bases designers make an interface. Without it, there is no way to introduce changes when the file goes from programmers to designers.
Lack of communication most often leads to a situation when a developer designs the interface but does it too quickly. Under the pressure of time, he mirrors the elements that are already there. It can also end up with the founder taking responsibility for how the project should look like. In most cases, he dictates the visual aspects and unfortunately does it wrong.
It can be one screen of your app made for the representation of the future interface. It’s not functional but its purpose is to show the aesthetics and vision in which the project should aim. That’s why it’s good when the key visual is suggested at the beginning. In general, it means that the product will be evolving during work.
What is more, there is a lack of a holistic view of the project. Because of everyone doing their job, there is no one coming from the neutral ground. It may be somebody who knows all of the areas which project requires to succeed. Such a person would look at the whole concept perhaps noticing the flaws of it.
The method described above is based on forwarding a project between a studio and a software house in huge chunks, usually as one big chunk. It is said to be the wrong methodology of work since the drawbacks you already was reading about. Now it’s time to get closer to the right strategy which is called the Agile method.
Work on the project is divided into one week or two weeks periods called sprints. At the end of each sprint, the founder evaluates progress thanks to the internal release of a version and works on the backlog (features which are meant to be added to the product at some stage) with the product owner. This way it is easier to adapt the product to the changing market requirements or concepts. And because of the fact that the work is planned for two weeks ahead (instead of 3 months), when something goes wrong the team loses at most a few days, not a few months. That difference is often crucial if you want to avoid the losses and deliver a product which meets the needs of the market. If you want to learn more about updates: When to update an app and how to prepare an update?
Introducing the Agile method into your work you’ll notice that regular meetings bring more benefits to the table. Developers, as well as designers, participate more in the process of creating the product. They can share their knowledge of the market or of a given sector. They can also resolve minor issues on the go. Also, they can talk with a founder about their experience from previous projects which is often valuable. Some more experienced specialists can even help a company to omit invisible issues which can influence the product’s ROI in the future. The flow of information is greater which favors cooperation and increases the understanding between employees. Not to mention the fact that working this way, creating the first version of a product does not differ from continuing its further development. A designer doesn’t experience a 4+ months gap during the project but he is deeply and constantly engaged in the process. Same thing around programmers who are strongly involved which translates into greater effectiveness.
Having a team of specialists from different fields, you meet with many perspectives and opinions about the product. From one side you hear about user experience and user interface, from the other about the technical part of it. And your job as a founder is to take as many meaningful suggestions from both sides and combine them so that the product work and generate money. When programmers and designers communicate with each other and create the product together from the very beginning, the chances that it will succeed and provide final users with value are much higher.
You don’t have to attend separate meetings or making daily phone calls to be updated about the progress. You have all the important people in one building so when having second thoughts about the project you make a meeting to discuss it. However, they don’t have to be in one place to be a part of your project team. Graphic designers who work remotely and effectively communicate with developers are still good contributors who matters. Coming back to the ‘foreign studio situation’, when such studio communicates with software house while building something from scratch, it does make sense. It’s all about keeping everyone on the same page and making sure that both groups exchange information when making any changes.
Rember that the goal is always to create the best possible outcome. Working together isn’t always easy but the relationship between people strongly affects the thing their work on. It takes a lot sometimes to let go of our strongly held opinions and just listen to what the other side has to say. But to learn a compromise and respect is something most valuable in this job. It helps to deliver all the projects you can be proud of later.
Founders of startups know exactly that building an empire is not a piece of cake. Behind the prototype, there are hundreds of hours spent on rethinking the idea from theoretical to practical aspects. At every point, there is a financial gap to fill in and an innovation that has to be covered to be better than the competition. Each member of the startup team is more or less aware of the battle they all have to face. However, there are challenges that can still surprise you on the way to your success. Here are some of challenges of product development for startups.
Let’s start from the very obvious one. Building a product without any prior money from investors or grants you can quickly run out of funds. It is the moment when you can either take a loan in the bank and hopefully, one day pay it off or you can delay the progress. None of those two will serve your company, rather diminish your motivation. Without extra cash, you won’t hire key members for your team, fund software or office space. It can be pretty frustrating and affect development. The worst thing you can do in your early stages is to cut costs by minimizing the team. You need the people to create otherwise, you’ll end up with half finished project. What to do to start producing funds? Gain clients! How to get them? Focus on MVP, so the minimum viable product which possesses the basic functionalities able to capture the attention and satisfy the needs of customers.
Lack of attention to the real issues of customers in the target audience is said to be one of the most common reasons for startup product development failure. It is when founders think they know what are the people’s needs without performing solid research and analysis. Then instead of seeing a bigger picture, they tend to focus on small functionalities they think are cool and practical. It is usually after asking a small group of people about their preferences and what would be useful in such a product. Founders should avoid guessing the needs and rather support their ideas with the real field research.
A good startup team is supposed to be united to achieve a common goal. Being a founder you shouldn’t hire people who will just “do the job” and wait for a pay check. You need responsible, talented and professional creators who will add something valuable to this project and know how product development for startup looks like. Otherwise, you can end up having a team of people who don’t get along well, miss the point of work and are interested only in the amount of money they will get from you. Not to mention the fact, that it may be difficult to communicate with them and be on the same page. Misunderstanding is something that slowly destroys the company from the inside and definitely needs to be dealt with quickly.
If you fail to prepare, prepare to fail. Life shows that the vast majority of startups experience crisis introducing a new product to the market. Startup teams who focus on winning instead of planning tend to collapse very quickly. It is simply because they don’t think ten steps ahead which is the correct way. And when the sales are not high as expected everyone is shocked and decides on not so smart solutions. Why? Because they try to fix the problem that should have been discussed months before. When the bases of the business plan were covered. It all takes us to the merit of the issue. No matter how great and innovative your product would be, you still need a backup plan for unpredicted situations.
Starting your own business is so stressful, with so many things to be done, that it’s easy to convince yourself that doing the bare minimum for a business plan is enough – Larry Kim, CEO of MobileMonkey, Founder of WordStream.
He wrote an interesting article that includes different business plan templates. Worth to read especially for someone struggling with creative thinking.
Another problem would be competitors. They always show up during the commercialization of the product or even before it was introduced to the market. The list of competitors closely related to the product or its niche should be done a long time before launching the product. However, at this very stage, many startups feel like they can be swallowed by the older, more experienced companies. That’s why they simply give up or lose motivation. At the end of the day, it’s all about how many products were sold and how big was the interests. Fresh startups have a difficult task because to succeed first they need to gain credibility in the eyes of customers.
To learn something more about common mistakes made by the beginners there is a special website dedicated only to this topic. Startup Graveyard is a place where you can read about reasons for the failure of many startups that have been on the market for some time and one day disappeared.
The success of new startup product development depends on the reliability of the business plan. A good team where people strive to achieve the same goal is also crucial as well as transparent communication between members. Lastly, remember about brainstorming the idea and perform a satisfactory amount of research. Most important is to state what are the needs of the target group. And yes, there can be a lot of obstacles on the way nevertheless, you can’t win if you don’t play.
Switching development teams is daunting. Fail to plan, and you could incur huge costs and encounter unexpected technical debt. Yet follow a tried-and-tested method, and you’ll be well on your way to a smooth handover without the migration hiccups.
Founders and CEO’s switch developers for any number of reasons: cost-cutting, a working relationship gone wrong, or merely bringing development in-house, but the reason is somewhat unimportant.
What is critical is how you—The Leader—manage the process on both sides, as this is what dictates the outcome. So first, you must ensure the original development team is set-up for a transparent, supportive transition process; bearing in mind, it could take weeks. Then, prepare a robust plan that makes the lives of whoever is taking responsibility for the legacy code as stress-free as possible.
And expect the unexpected: questions, issues, and challenges always arise from a fresh set of eyes on an unknown project.
When you switch to a new technology partner, you need to know the incoming team understands your product. Once you’ve introduced them to the project from a commercial standpoint—business model, value proposition, key problem-solving features—set up a code review.
The process allows the new team to assess the legacy code, evaluate the stability of the existing architecture, and flag critical questions. Plus, without a code review, there is no way a founder can be sure her team can develop the product as it stands.
Moreover, the points raised will inform how you should manage your legacy developer team, including the triage of issues that arise down the line.
Once you know the level of support your team requires, collect the detail they need to migrate your product. Your contract should have terms for a handover process, so use these to support requests for documentation.
Information should include:
Without sufficient detail, even world-class developers struggle to take on new projects.
It is a costly, inefficient exercise to review an entire code-base without prior knowledge and can lead to fundamental misunderstandings. Whereas robust product specifications lay out the relationship between functionality to remove as many unknowns as possible.
Depending on the complexity of your technology, you could consider the following level of detail:
Every project has its nuances. So, a successful handover is as much about sharing personal experience of the product itself as it is about the software. Where documentation offers insight into the inner-workings, the development history can reveal vital considerations.
A pivot in product development might highlight a shift in strategy resulting from perceived risks, the likes of which could cause significant problems in the future if not revealed. Bugs, fixes and technical updates show where problems have previously arisen, and so help inform future strategy.
The best software houses get up-to-speed with such instances to avoid uncertainty.
But don’t expect entire teams to review every detail in the documentation. Rather, take confidence in having the source materials in the event of future disruption with knowledge-share workshops covering headline concerns.
Developers, testers, project managers, and designers each have an interest in different elements. By collecting varied information, you satisfy their requirements—but you still need to understand how your incoming team will handle workflows.
So, outline roles and responsibilities before you start the migration, considering:
Appreciate the challenges you faced with your previous technical partner. Summarize the difficulties and base new responsibilities on identified obstacles. Align team members across the previous software house with the incoming team, so the two can work together to facilitate the handover.
In doing so, you position your incoming team for an efficient transition and an improved development process. And with clear lines of reporting, developers on both sides can quickly respond to queries to shorten the onboarding cycle and minimize the duration of the support period.
With all in place, make the switch—your new team should hit maximum velocity in no time.
When you’ve been forced to switch software houses due to a negative experience, it isn’t easy to rebuild trust. However, there are two factors you can look for to help you move forward with confidence.
Strong Communication
Product development is an exercise in communication. So, find a team willing to invest time in talking, and you’re halfway there. You need professionals capable of listening to requirements, adapting to your needs, and willing to collaborate to build the best product possible. Should initial conversations give you a sense your product is in good hands – with developers writing detailed use cases that articulate promises – they could be the team to choose.
Visible Track Record
Rest assured, no matter the reason you’re unhappy with your previous developers; one team doesn’t represent an industry. Overcome your quality concerns by finding a software house with a portfolio that demonstrates what they’ve achieved. Better still, find a team that can help you better understand your product from another project they’ve previously worked on – it’s often the best path to maximizing the value of your concept.
If you’re considering switching software houses, read how Redvike has helped many businesses successfully scale from concept to product. Or start a conversation today by emailing [email protected] – we love to chat!
Product: SaaS-model Lead Generation Widget
Use Case: Converting site visitors into leads or clients for small and large-scale enterprise
Headquarters: Cracow, Poland
Domain: https://www.callpage.io/
The CallPage—Redvike story goes way back: we’ve been collaborating since the early days, and we’ve most definitely shared in the ups and downs of early-stage business. So, when CallPage came to us with a host of unique challenges owing to their incredible growth trajectory – the decision to take the project was near-instantaneous.
We’d fought side-by-side in the trenches, now was the time to charge forward..
CallPage may still be regarded as a ‘start-up’ by today’s standards, but the company heads the pack in the Lead Generation space. Since inception, they’ve witnessed incredible demand for their SaaS solution – their client base growing by the day.
The list of live users currently tallies more than 3500.
They count nascent, high-growth companies amidst their customers, as well as some of the most recognizable names in Industry; Audi, Orange, and Virgin Mobile are just a handful of the multi-nationals who have deployed the CallPage widget.
With 6.2 million monthly active users, it is vital their technology is robust enough to support this vast user base. However, when we first engaged in the project, we quickly identified scalability issues resulting from a now-outdated technology stack.
Widget Summary
Total Clients: 3500+
MAU: 6.2m
Largest Contracts: Audi, Porsche, Orange, Virgin Mobile, PwC.
CallPage’s success is somewhat unprecedented. Nevertheless, as with many young technology enterprises who experience stellar results in such a short period, problems emerge once they achieve a certain scale.
CallPage was experiencing this nexus, threatening to derail progress. Mercifully, our team was on-hand to identify the bottlenecks and offer a way forward.
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Bottleneck 1:
As CallPage’s business grew, they struggled to allocate time or resource to update the technology of the original stack; the result was a transformative product built on rapidly-aging tech.
The previous widget was written in JQuery and ModuleJS, using ES5 Standard only; while Gulp was chosen for the project build.
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Bottleneck 2:
As with any innovative software, there were also issues in the codebase. Plus, the overall architecture created a ‘difficult-to-maintain, ever-more-complicated-to-scale’ product.
This culminated in complications in hiring new developers who struggled to understand the stack. And also hampered the release cycle, while creating internal inefficiencies.
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Bottleneck 3:
Moreover, adding new features often resulted in breaking the old – with limited test coverage making it difficult to develop the product with confidence.
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The issues were apparent, but as for the next steps: the decisions fell to CallPage management – ably guided by the Redvike team.
With an engaged client base already loving the product, now was time to implement the most sophisticated solution we could, and we were aligned on this front. But it was up to Redvike to establish precisely which technologies would best support growth while remaining relevant well into the future.
We approached the project with a clean slate, rebuilding the architecture from the ground up. To ensure a robust, scalable code-base supported by a clearly-structured systems architecture, we settled on the following technologies:
By taking the time to detail the project specification at the outset, we were confident long-term ambitions could be met. Our view was the above technologies would allow CallPage to grow their business at a rapid rate without running into similar constraints down the line.
Moreover, CallPage would unlock significant savings in a streamlined solution: both via a more efficient release cycle; plus, reduced AWS hosting fees.
We documented all processes as far as reasonably possible, detailing a robust testing strategy which would preserve the integrity of the solution. The ultimate ambition of both teams was to have a readily-scalable platform of which the client could take full ownership.
By this stage, we were confident we could achieve on all fronts.
Since project completion, CallPage have gone on to hit even greater heights. We’ve detailed three major successes below.
Loved by Client and Customer Alike
The development process was collaborative from the start, resulting in a highly-tuned product matching the precise requirements of the client. Moreover, a streamlined design meant customers could immediately leverage a slicker product.
CallPage continues to welcome positive feedback regarding performance with customers themselves becoming product evangelists. CallPage is also converting their own prospects at an ever-improving rate.
Innovative – Scalable – and Cheaper!
Not only do users love the product, but so do the development and management teams. They have an easily maintainable widget on which they can build to their heart’s content.
Plus, they boast a vanguard solution pioneering innovative technical capabilities.
With both documentation and testing strategies in place, CallPage can scale the business relying solely on their internal resource. As the development team is at near-double the velocity of what was previously achievable, they are relishing the rapid progress.
An added kickback came in the fact we were able to reduce the project bundle size, all-the-while extending product capability. The achievement has significantly reduced the client’s AWS hosting fees, allowing a re-investment of funds in growth-oriented activities.
The lead generation space is competitive. So, it is vital for the business to have the internal capability to evolve its stack to remain a leader in its space.
Following the collaboration with Redvike, CallPage has established itself in such a position:
The coming months promise a story of continued growth for this Cracow-based rocket. Here’s to CallPage’s success – well into the future.
Recently, we started New Year which as usual was the occasion, to sum up and think about our goals for the next year. However, making a sum up just because a year has just ended is not the best reason. Probably you won’t take full advantage of this process. So what is the best way to set up and execute the pace of your personal development?
Maybe we should start from the idea behind the development of Redvike. Since the beginning, our goal was to build a stable and frequently recommended software house. We aim to craft great and reliable software. We know the responsibility behind our work and we want to provide the maximum value to our partners and best working experience for our employees. Probably that is the main reason, why we are keen on optimizing the development process and making it work as fluent and enjoying as possible.
How does this goal correlate with the idea of the personal development of yourself?
Usually, those processes has one thing in common – checkpoints. Those moments when you have to make a wrap things up and measure your progress. Usually people measure it based on their paychecks or the projects which they’ve completed. But the best approach is to think about quality of the code and your everyday development. People build their companies and put annual income as their main goal, we at Redvike think about our experience and knowledge. This is a long-term kind of thinking, but it will definitely provide you more opportunities and satisfaction from your work.
Even though, it does not mean that we don’t properly admire and reward work of our developers. There’s nothing wrong with high pay checks, but at the end of the day the knowledge of technologies and experience in commercial and non-profit make you a developer. Don’t forget it and always look at the quality of your code, work and experience, not the amount 😉
If you want to get inspired check out those three frameworks. They are here to extend your knowledge in different topics:
Do you want to read some case study about the development?
Nowadays, we are used to take care of ourselves. We pay attention to what we eat, how we look and what could be healthy for our body. Technology is also here to help us and an example of the best use of it is called ChiTown Trainer and this service with mobile and web app was developed by Redvike!
Usually, when we wanted to have a training with a trainer in the gym, we had to find one using Google. Then we schedule it via mobile phone and pay using our card, usually on the spot.
This process is very-common and popular but it has some disadvantages:
It is a web app supported by mobile apps which offers you an easy access to trainers and sport activities nearby.
When you use ChiTown you can schedule your personal training and work with the best trainers in your desired localization. All of it is available right from the app.
What is more, if you live in a building with a gym, the building administration can easily arrange activities for you and your neighbors. So you do not have to look anywhere else for the activities you want to participate in.
But this system is not only valuable for people who want to train, it is also an improvement in the work of trainers. It gives them easy access to their calendar, so they can schedule trainings swiftly and work with their clients, not only during trainings but also guide them with the diet remotely.
So next time when you would like to train with your friend, you can use ChiTown to schedule a training. It would allow you to work out in your desired location with the best trainers. After whole activity you would pay for it using in-app payment.
We simply built this service from scratch. Thanks to the knowledge of our team we are able to provide it using most relevant and efficient technologies. We wanted to build a service easy to use for all – Managers, Trainers and People who’d like to train. We thought about the usability. Our team built the user interface which can help users and provide them all of the needed informations and nothing more. Instead of learning how to use a service, they can focus on their aim – exercising and eating better than before.
ChiTown is based on connection of three key parts – web app, server and mobile apps for iOS and Android. It analyzes sales, customer growth and popularity of the each trainer. So the manager knows the rate of growth and which trainers provides the best support for his customers.
In the future, we will support and develop this service. We hope to help ChiTown to change the way people schedule their trainings. Thanks to it customers have a possibility to exercise in their desirable places.
We were able to make it thanks to our knowledge in web apps developement – read about it here!
