Our mission is quite simple: ensure we are the best company delivering nearshore IT solutions.
Ultimately this means it is mandatory to meet our clients’ requirements with the utmost service quality. After thorough market research, those requirements and essential needs are to be met with the support from the most talented and dedicated teams in Portugal.
We offer five models to provide a flexible, yet straightforward approach to best fit our clients’ business structure and goals.
Each team is selected through our talent acquisition tool and fully managed by the client. Our team acts as an extension of our clients’ teams, operating from our offices in Lisbon, Covilhã or Porto.
This is an exceptionally interesting business model for Team Leaders or CTOs who usually find it hard to assemble talented and stable teams while remotely managing and controlling them.
A Team Leader – or TL – with technical and management skills may be assigned to guarantee higher flexibility on site. The TL works in close proximity to the client, ensuring perfect alignment between the team and the client’s expectations.
According to our data resources we are able to cut costs by up to 10% when using a TL, as team performance is optimised.
This offer is quite appealing to those clients who yearn for a point of contact with the team in Portugal, but also need to guarantee there is a management structure — in this case, assured by the TL on site. Clients who need quick and agile development typically opt-in.
Team management takes a lot more than one would expect; it demands TLs’ full attention and quick, resourceful expediency from the team as a whole. Putting this service forth lets our clients focus on what’s important — their product — as well as everything in between, from strategy to design.
That is why we aim to establish a polished team-management service, so we can take care of project requirements, development, and on-schedule delivery.
A Quality Assurance (QA) team provides that the number of mistakes or mishaps within an ongoing project are reduced to non-existence, thus preventing future problems when delivering IT solutions to clients. A QA team also comes with a cost-reduction of up to 15%, as it thoroughly extracts the maximum expertise of tools and processes already in place or rather defines the entire structure and process that will allow it to suggest improvements, conduct studies, and track outcomes.
There are a number of factors to acquire quality assurance services. Whether it’s to safeguard applications, transfer from manual to automation testing or establish a culture of quality, QA can be undertaken by companies, developers and QA tech leads, just to name a few.
There is so much more to a Delivery Manager than meets the eye. First of all, it is considered to be a much broader scale of project management, as it involves organisation, administration, and supervision of people, processes, and technologies of a single or a number of projects. Paired with an extensive workflow schedule, the Delivery Manager provides the business and technical tools necessary to achieve what a client foresees to receive.
This knowledge and subsequent role is guaranteed by vast expertise in technology and management, but also on the clients’ own business and/or industry, thus ensuring an extra layer of strategic alignment with the clients.
Although a Delivery Manager can be mistaken for a Project Manager – and there sure are a few similarities – there’s a whole new layer of responsibility that goes beyond project management. The Delivery Manager oversees the entire process at a higher level and is usually a more experienced person who gets assigned to larger projects. This person also has more direct involvement with management at a higher level, such as with the client or board of directors, among others. One of his/her traits is the ability to anticipate actions, thoughts, and moves of the clients.
Usually the Delivery Manager is not allocated to the client, but rather ensures strategic alignment and manages the TL – who is 100% dedicated to the project itself.
A PO is the one introducing the needs and desires of the stakeholder community to an agile delivery team, thus being on top of what is being made in terms of product development and its outcome. Whether you’re a business with no product development skills whatsoever, a company with ideas but with no platform to turn them into something feasible, or an entrepreneur looking for concept testing and viability, make space for a PO.
Proven problem-solving and troubleshooting abilities with straightforward technical IT solutions: simply put, the numerous software languages, products, and methodologies are the tools we make use of to deal with and conduct our day to day work.
We strongly focused on solving business problems and implementing the most adequate technology to task.
Agile/Scrum, Test Driven Development – TDD – and Code Reviews, Waterfall, and a combination of both in some cases, are the methodologies we have used and successfully employed so far.
Daily interaction with our clients and regular demonstrations are part of our agile development process.
Our development teams build proof of concept models that confirm the technical solution and provide a MVP to give way to the customer feedback process.
Tracking and appraisal metrics consistently prove that our teams work in a highly productive fashion, regularly exceeding the productivity of our clients’ in-house teams.
A full list of technology skills is available upon request. Thus far we’ve worked with electronic device control, embedded C, Kernel, Middleware, complex back end solutions for distributed systems through Front End, Web, and Mobile Development.
Incomplete specifications: Usually detected during Spring Planning Meetings. The Product Owner may be referred to at any time during the Sprint from clarification and additional details as required.
Incorrect estimations: Typically by Junior team members — usually detected during Sprint Retrospective Meetings, sometimes as of the first days of the Sprint. The whole team must be involved in complex estimations, not just who writes the code.
Team growth and new developer integration: New team members can overwhelm and burden existing team members during the integration period, reducing on-time delivery and expectations. Therefore, everything must be documented, from code to architecture, along with setup and configuration guides. A quick start guide and fine-tuned documentation will definitely speed things up.
Bugs: No code is 100% bug-free, but methodologies such as TDD, alongside a QA team and a satisfactory release process, can significantly improve quality.