The task of product development is to maintain and expand the competitiveness of a company in the long term through innovative products and performance features. The tasks of product development include not only the technical implementation but also the support of the entire product development process.
Depending on the organizational structure, the analysis of customer needs and trends is the responsibility of marketing in some companies, while in other companies, it is one of the tasks of product development. In some companies, the market launch is the responsibility of sales, in others, it is also the responsibility of product development. These structures can vary from company to company.
Axon team supports the entire product development process and thus supports the tasks of product development. Customer needs and trends can be entered, discussed, and analyzed, and ideas entered, evaluated, developed into concepts, and implemented.
Check out to find more details: https://www.axon.dev/services/software-product-development-company
Why is digital product development trendy?
Digital products are designed and implemented by start-ups, digital companies or companies that are in the process of digital transformation. Since the competitive pressure is often high or the budget is small, the results of software product development must come as quickly as possible, for example, in the form of the first prototypes or an MVP (minimum viable product).
In order for the development teams to be able to master these challenges, they rely on modern, agile project management methods and integrated product development in the product development process, which requires a holistic view of the product and its development.
Stages of product development
The development of a digital solution/product usually begins as soon as its added value has been clarified and determined. Assuming the value of your software product is defined, let’s take a quick look at actual software development flows and how they fit into your business:
Define the structure of the functions/features:
- Select technology;
- Define architecture;
- Set up Tasks, To Dos, Planning;
- Determine capacities;
- Start development.
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How to select technology and architecture?
The choice of technology is usually up to the software development team unless you have specific requirements. For example, you might already have an Azure account/subscription. In this case, staying within the ecosystem makes more sense than moving to AWS. Or your maintenance team is already using .NET, which precludes using Java.
The chosen technology should be future-proof, i.e. be usable for a foreseeable, reasonable period of time. Nevertheless, there will always be situations where further iterations/changes are required, although the chosen technology should be stable.
Architecture and technology go hand in hand. The only reason we put technology first is that it can often affect important aspects of architecture. For example, think of how the decision to work in the cloud shapes your architectural choices.
Our way of working is to first define the “high-level” architecture of the big elements (e.g. frontend, backend, maybe some separate services like authentication, reporting, etc.). Then we break them down into modules, each with detailed local architectures.
By building a modular architecture, we ensure that it is adaptable to future iterations. Like technology, architecture isn’t something you change every few weeks—but there will be times when a change will be needed.
For example, your software might initially include some form of authentication with its own clearly defined users and roles. But then you might decide that users who are already logged into your existing ERP, OS etc. should also use this authentication for the new software. In this case, the local authentication architecture is rolled back, possibly to integrate an API for your other software assets.
Before starting product development, make sure that the software development team understands your business goals and desired functions/features and then transforms them into individual modules such as technologies, architecture, iterative plans, and periodic deliverables. This way, you keep full control over the schedule, the quality, and the ability to change things if needed.