What evidence can you share that demonstrates the impact of the engagement?
The first project was a success. It was well received. We had customers and others who were using it. The company was since acquired.
For the e-commerce site, they kept my sister’s app up and running and it was showing up on page one of Google searches.
For the third project, my clients were happy with the job. It was completed on time and met all expectations. The healthcare app they built was also acquired along with the company for $200-$300 million. That was not the only product; it was just a small component of the larger offering.
How did DevBatch perform from a project management standpoint?
They did a good job. I recommended them because when they take on a project, they make sure to deliver it. I’m happy with their performance. I’ve worked with companies who never follow up or don’t provide quality resources. Regardless of how things are moving, their project management is very strong. The CEO himself sometimes gets involved in the project.
For the first project, we had sprints and everyone was on the call. We met every week. For the second project, my sister set up a monthly meeting to set goals. The third one was Agile. They delivered in a few months for a $100 million company.
What did you find most impressive about them?
Their ability to understand what a customer really wants is impressive. If they sign up for a project, they spend the time to understand what the requirements are and why they are building this product. It’s very critical because we have worked with other companies who start building without understanding why the customer wants the feature. Then there’s a mismatch or conflict of interest. I have seen 2–3 times with DevBatch that they try to understand why the project is being built and what the impact will be. The put in the effort, ask questions, and do the project accordingly. They do a good job.
Are there any areas they could improve?
There was internal work in the middle of the project and we had to switch the engineer and bring in someone new. I told them for an engagement that is six months, I’d prefer that they keep the team engineer on the project.
Do you have any advice for potential customers?
I recommend two things when working with any outside vendor. Meet with the team that they are planning to assign to your project so you can understand their talent and quality and make sure those are the same people that are assigned to your project. Second, engage in the project. Make sure it is a project-based delivery on an Agile process. They need to understand that the product will be deemed complete when you approve all the requirements and there are no bugs. That blended approach will lead to success. If you go on an Agile process, the project will go on and on and they have no reason to complete it sooner. If you do a project-based deal, then you don’t have any visibility on how the product is being developed. The key is to use a blended approach.