Contact us
Set the right software development team structure and staff your team with top-tier talent
- Offices:
- Santa Monica, CA
- Warsaw, PL
- Kyiv, UA
Privacy Policy
©2022 Itrex Group
Project scope/stage | Team size | Software development team roles |
---|---|---|
Discovery/Proof of concept | Up to 5 specialists | Product owner (usually on the client’s side), project manager, business analyst, software architect, UI/UX designer |
MVP development | 6+ specialists | Product owner (usually on the client’s side), project manager, business analyst, UI/UX designer, software engineers, test engineers |
Product development | Agile: usually up to nine specialists; if a project is large-scale, several Agile teams may work together. Waterfall: no team size limit; the specific headcount will depend on the type and complexity of an application | Product owner (usually on the client’s side), project manager, business analyst, UI/UX designer, software architect, software engineers, test engineers Optionally: test automation engineers, performance engineers, DevOps engineers, security engineers |
Waterfall | Agile | |
---|---|---|
Software development process | The development process is divided into distinct sequential phases | The development process is broken down into two to four-week sprints |
Project scope | The scope is defined in advance. Changes are usually limited | Scope changes are expected and allowed during the development |
Client involvement | Requires clients to be available at milestones for deliverables acceptance | Requires clients participation throughout the project |
Feature prioritization | Features are prioritized at the start of a project on a WBS basis | Features are prioritized at the start of each sprint and issues are managed according to priorities |
Focus and mindset | Project mindset. The focus is on accomplishing the project | Product mindset. The focus is on delivering value for the customer |
Quality assurance | Software testing follows software engineering | Testing is performed in parallel with the development |
Pricing model | Risks are lower with Fixed Price | Works well with Time & Material |
Waterfall team | Agile team |
---|---|
Top-down management. The project manager is responsible for delivering results | Self-management. Every team member is responsible for the delivered results |
A team may work on several projects at a time | A team focuses on one project |
Focus on evaluating the performance of each individual | Focus on assessing the performance of the whole team |
Distinct roles and titles | Cross-functional talent |
No team size limit | Two-pizza approach with four to ten people per team |
A lower degree of team synchronization due to a larger team size and a vertical hierarchy | Small teams with a high degree of coordination and synchronization |
Upsides | Downsides | Appropriate for | |
---|---|---|---|
Specialists | Team members have narrow areas of responsibility; thus, they can deliver high-quality instances at | Potential communication issues and a chance of building software whose components don’t fit together as smoothly as they could | Projects that require deep expertise in a specific narrow area |
Generalists | Team members boast a wide range of skills and are flexible enough to apply their knowledge across a vast range of areas | Potential risks due to a lack of deep expertise | Projects of medium complexity managed according to Agile techniques |
Hybrid | Specialists cater for the technical issues that require narrow expertise, while generalists are responsible for integrations and developing software as a whole | Potential management issues due to mixing people with different appro | Large-scale, complex projects with tight deadlines |