Tasks: Development of logic and implementation of software for scrap collecting companies that purchase secondary raw materials from individuals
Conversion of all activities to cashless payment, integration with the bank
Team: 11 personnel: Team Lead + Architect (1)
Project Manager + Business Analyst (1)
Back-end Developers (4)
Front-end Developers (3)
DevOps Engineer (1)
Period of our participation in the project: April - July 2019
"Large and complex projects, large teams, tight deadlines, we've expertly handled it all." – here's what our business analyst, Anna Senkina, says about this project.
In this project, the customer was the National Financial System. And the main goal of the project was to settle the market of recyclable metal by transaction participants accounting and transferring cash payments to non-cash settlements.
Historically, up to a certain point, activities on the metal recycling market were not regulated at all. Money turnover was mostly by cash, and scrap metal recycling companies were on the black list of banks and couldn't get credit, for example. And so the Roslom Association decided to regulate this area.
It was necessary to develop a full-fledged platform, on which scrap metal companies could conclude deals and buy secondary raw materials from individuals. The platform should have included integration with the bank for non-cash transactions of remuneration payments to customers for the products handed over.
In just a month and a half we developed this platform from scratch and built a role model.
The platform allows you to:
●keep records of companies and receipt sites and manage employees in carrying out transactions with customers
●keep records of scrap and scrap sellers
●make cash payments to the client's bank card from the scrap company's account
●use SMS-confirmation for transactions
●track the status of the transaction in real time (for all stakeholders)
The work was very extensive, and the situation was complicated by the fact that the deadlines were strictly limited. As is often the case, the customer's previous team had not produced any results for two or three months. When the next demonstration failed, it was clear that the contractor had to be changed. So, the customer came to us in the beginning of April, while the deadline was June 30. We signed the contract very quickly and began work on April 15. There was fewer than a month and a half left, and that included the Russian May holidays.
The project could be pulled only by an incredibly well-coordinated and large team of developers, a total of 11 people: a Team Lead (also acted as an Architect), a Project Manager (also acted as a Business Analyst), 4 Back-end Developers, 3 Front-end Developers, a DevOps Engineer, and a Tester. This was a very highly skilled team and, very importantly, able to work in a team with other soft skills also at a high level. It did not take any time at all to fine-tune the teamwork, the guys understood each other at a glance.
We maintained very close daily communication with the client, who also provided a designer at our urgent request.
In the course of the work there was also difficulty in that the bank was stalling. Everything was ready on our side, but there were some delays on the bank's side. But in the end the project was completed with minimal time slippage, just one week! It’s a wonderful example of the power of team spirit and winning against the odds.