- Full legal name: SmartDev LLC
- Address: SmartDev – 255 Hung Vuong, Vinh Trung, Thanh Khe, Danang 550000, Vietnam
- Website: http://localhost/smartdev/
- Contact: [email protected] – +842363666767
- Size: 150
- Funding: Private Company
- D-U-N-S Number: 556421075 (SMARTDEV LIMITED LIABILITY COMPANY)
SmartDev was founded in 2014 by a team of Swiss entrepreneurs. SmartDev’s initial goal was to focus on fintech services, developing custom solutions for companies in the industry. In 2016, Smartdev landed a contract with a major credit card issuer in Switzerland that kicked the company into high gear. The following year, in 2017, SmartDev began a contract with a start-up company owned by AirAsia.
In 2020, the company changed hands to where it is now — a component of Verysell Group, which is also a Swiss company. This has led to significant growth of the company’s offshore development business and the release of new apps in fintech and many other sectors.
In 2021, SmartDev is big enough to matter but small enough to care.
We have a proven track record of delivering squad-based recruitment for software-driven organisations across the UK, Europe, and offshore. Recent examples of building development squads include our work with Motorpoint, Resonate, Dunelm and ENSEK. Our commitment is to build deep, local, and technical communities of talent across the regions. We achieve this through a variety of methods, from headhunting to attending and running events — both online and in person. Our approach is proactive rather than reactive, as we actively engage our growing candidate communities and represent our client’s brand to attract the best technology candidates in the local area and beyond.
Typically, going from request to on-site operation for an entire squad (6-strong development team) takes between 4-6 weeks.
If you are wondering why Vietnam is your best bet for offshore software development, check out our neat infographic below:
We have built core capabilities in:
- Technology Leadership (Team Leads, Managers, Heads of)
- Microsoft Stack Development (Junior to Senior/Lead level)
- Architecture (Solution, Technical and Enterprise)
- Cloud (AWS, Azure, GCP)
- Agile Delivery (Product, Business Analysis, Projects, and Programmes, SCRUM, SOLID, TDD, BDD)
- Testing (Manual and Automation)
- Data Management and Analytics
- Time zone:
- Onshore: BST
- Offshore: Indochina Time (BST +6)
- Level of communication skills in English across the team:
- Onshore: Native language
- Offshore: Full Professional Proficiency
- Other foreign language skills:
- Onshore: Native / Bilingual Proficiency Available in French, German, Spanish
- Offshore: French Full Professional Proficiency
With Scrum projects, it is often assumed that the team(s) can start developing from the first day of the project. However, all projects need a kick-off/initiation phase. In our experience, the requirements in the Product Backlog will not have been detailed into User Stories, nor the team fully formed for when the green light for a project is given.
As such, we will initiate a kick-off/initiation phase, or a ‘Sprint 0.’ During Sprint 0, the project fundamentals need to be set up including defined elements such as access, environments, communications, tooling, reporting, and more. Crucially, the necessary deliverables must be agreed upon to get started.
The initial workshop is facilitated by the service leadership from our clients in conjunction with our offshore development partner SmartDev. The core aim is to agree and capture the majority of the high-level requirements for the Product Backlog.
For large projects or where there is not a clear view of what is needed, the initial workshop will also look to confirm the approach and governance measures to establish the requirements breakdown and planning will be tailored accordingly (aim to complete within 2 weeks). The Product Backlog will also be prioritised to prevent/minimise any development disruption.
The high-level outputs to be established during Sprint 0 are:
- Create the Team (size, types, location etc.)
- Develop a Common Vision (level of details, agreement, formality)
- Review & adopt any standard Enterprise guidelines, templates
- Establish governance, quality assurance structures
- Explore Initial Scope (types of modelling, modelling strategy, non-functional requirements, work items strategy)
- Identify the Initial Architectural/Technical Strategy (level of detail, types, modelling strategy)
- Develop Initial Release Plan
- Form Work Environment (physical and/or virtual, toolsets)
- Identify Risks
- Identify areas of development risk for early development
- Establish mechanisms to support Knowledge Transfer
- Outline roles and communication.
Requirement collection and recommendations
Requirements set project goals and guide developers through coding and testing. Getting the requirements well understood and complete is critical to a project’s success. Wrong or incomplete requirements can create project delays, cost overruns, and poor user acceptance or adoption — even project failure. We want to avoid that, as we’re sure you do too. Fortunately, this is an aspect we’re well-versed in, so we’ll make sure this process is entirely clear and transparent.
Our approach looks to capture as many details as possible from inception so that there is less rework, as well as more preparedness and clarity. The information that is collected during the requirements phase becomes a critical framework to build the requirement-gathering document. Given Agile approaches, regardless of methodology, will never capture all the required details that become clearer in the development phase. Consequently, the requirement-gathering document is a living document updated and reviewed within each and every sprint.
We adhere to the following well established and recognisable 4-component approach to capture and break down the requirements into solution ready scopes of work:
- Developing a vision for the high-level details — The objective of developing a vision is to identify the main theme, a high-level vision and scope, the target users, the main goals, and to create a high-level backlog. We conduct a Stakeholder interviews workshop, role playing along with out-of-the-box methods like Vision Statement in a product box, user roles (personas), use case modelling, process diagrams and UI flow and context diagrams to support the information capture at this stage.
- Requirements are broken into disparate buckets of work — This stage focuses on breadth rather than depth defining the major items of development (Epics). We look to conduct requirement brainstorming techniques through story writing workshops, post-it note brainstorming and other techniques to get the big picture.
- Breakdown of features into user story — Requirement breakdown divides existing epics into smaller user stories. We break down the requirements using techniques such as CRUD, acceptance test slicing and process steps. Dependencies between each of the Epics and Stories are outlined. Epics and Stories are slotted into blocks of development time, called Sprints, for development.
- Defining detailed requirements — User Stories are further split into individual tasks along with acceptance tests and UI prototypes. We adopt techniques such as acceptance tests, test scenarios, UI prototyping, wireframing, example tables, and activity diagrams. The tasks are then prioritised depending on the business demand.
Full development process
From Sprint 0 to the Final Sprint
Our projects work in Sprints, components of work dedicated to particular tasks or series of tasks. Sprint 0, for example, results in a comprehensive project plan. After Sprint 0, we will deliver:
- A functional piece of code, however small
- A feature prioritisation plan or a list of project stories
- A release plan, which assigns each story to a Sprint
At the end of each Sprint, we’ll show you what we’ve accomplished by showing you the partially complete version of your project. Sprints are coordinated by daily Scrums, with the Scrum Leader being the main point of contact for all communication outside the scrum team. They keep stakeholders, project owners, and team members all on the same page and help maintain documentation. We’re all about accountability and transparency, and you deserve to know just what’s happening through effective and relevant communication.
After passing the User Acceptance Test (UAT), the product will be available to end users and will be deployed in a production environment. In other words, it’s done and ready to go.
Maintenance and Improvements
We stand by our work and our clients, offering post-release support and enhancement services to maintain or improve any product or product features as necessary. This helps our clients navigate any unanticipated challenges when the product hits the market and afterwards. The duration, format and team allocation are dependent on the release strategy and will be established and evaluated constantly throughout the engagement.
How Do You Build and Manage a High-Performance Agile Team?
This is perhaps one of the most vital questions in all areas of human endeavours, from sports to software and everything in between. Humans are an aggressively social species because we need each other to accomplish complex tasks. When a team performs well together, the result is far greater than the sum of its parts. We’ve identified a few key elements that can help a team reach its highest potential.
Ensuring team members have complementary skills is one of the most vital steps management can take. When all necessary skills for a complex task are covered, work can be delegated, and individuals can focus on what they do best. As Einstein said, “Everybody is a genius. But if you judge a fish by its ability to climb a tree, it’ll spend its entire life believing it’s stupid.” Identifying and encouraging individuals’ skills helps workers do their job well and have a sense of pride in doing so.
Next, having well-defined objectives — within which workers can work to the maximum possible degree of autonomy — is also a recipe for success. If nobody knows where the goal post is, how can they know how to score? Each team member needs to know what success looks like and how they can contribute to it.
Additionally, while company culture is often discussed like an inanimate object in the business world, it’s not something that just happens. Company culture is often a result of both inorganic and organic processes, i.e., top-down decisions and structure and bottom-up individual personality manifesting throughout an organization.
A healthy company and team culture is one that fosters trust, individual responsibility and accountability, and team members’ desire to learn and expand both individual and team skills. In many cases, a little dash of friendly competition can help push people to excel. This all has to take place in a framework that encourages openness and honesty, kindness, and shared victories.