As a leading software solutions and managed services provider, Credencys needed to find a better way to track and manage development for their extensive, and constantly growing, customer base.
As an expert of the software industry, Sagar Sharma, Credencys’s CTO, was extremely familiar with the challenges related to ever-changing market demands.
“Software development is unpredictable, and the job of the software development organization is to put a model in place that manages critical risk as strongly as possible.”
Credencys software solutions and IT managed service business was growing rapidly. Like many software development organizations, the team was constantly tasked with innovating to meet customer expectations while supporting new customers as well. As the CTO of Credencys, Sagar had to cope with the challenges of serving new customers base while still meeting the need of an existing customer base with existing resources. He soon recognized the need to adopt best development practices that could provide his team with more accurate visibility into their resource availability, work, release forecasts, while mitigating the risks that come from a misalignment between developer’s understanding and customer’s expectation.
Another common challenge Sagar had to manage was Credencys’ geographically distributed development teams, which spanned across the United States, Singapore and India. The company’s distributed environment meant that 30-40% of their projects were spread across four development centres – some with a time difference of more than ten hours. “Not only did we have to struggle with the geographic challenges, we also had to find a way to manage technical improvements like continuous integration, automated testing and auto deployment across all projects with and locales,” said Sagar.
With a complex team and development structure, Credencys needed to maintain a high level of collaboration and communication across functions and locations to ensure success. Sagar wanted to get the developers and all contributors on board with transitioning to agile processes for better efficiencies and communication. He also wanted to help teams understand that these iterative methods played a significant role in risk management and early predictability, rather than looking them as change for change’s sake(as a process).
“It’s about identifying predictability so that the company doesn’t lose millions and reputation with customers on a partially developed deployment.” said Sagar.