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Startups

Wise insights

How to define what goes into an MVP and where to draw that line of features that everyone would love but that would, still, go later? This is a very common question by entrepreneurs who start considering [MVP development](https://wise-engineering.com/expertise/mvp-development/). Including multiple *killer features* in the minimum viable product, startup founders trap in MVP overengineering, spend too much time and resources on implementation, and as a result, fail in the core tasks behind the MVP step. 

What to include in the MVP is a dilemma we talk about in this post. Based on our experience launching and scaling tech startups, we’ll give you some hints on how you can avoid the never-ending must-haves list of features and focus on what’s truly important when you build an MVP. 

## Why is scoping essential in the MVP development process?

The basic idea of MVP product development is to create a product version with the most essential feature set as quickly as possible to get feedback from potential customers and expand the product based on it. This statement hides the reasons why scoping is an important step of the MVP development process.

With the help of MVP you can evaluate the hypotheses you have on the problem that your product solves or innovative approach to a common issue it offers, or check if client persona was defined properly. An important insight that might help here – you can not test multiple factors at once. Scaling down the amount of things you test during the MVP step adds clarity and helps receive more accurate data. Thus, the functionality you include in an MVP should address the hypotheses you validate with an MVP. No more, no less. 

Secondly, the more functionality you include in the MVP development project, the longer it takes to implement. And the time you spend on developing the product might cost you the overall project success. You need to move fast and bring an initial product version to the audience prior to the competitors.

The development cost is another issue that can not be overlooked. The price for the engineering services will be defined mainly by the scope of work and its complexity, including design complexity, platform number, and required integrations. So trimming down the feature set will not only serve the business goals better but will help you stay within reasonable budgets.

Learn more about MVP development essentials and make sure you’ve developed a [true MVP mindset](https://wise-engineering.com/blog/post/how-to-develop-a-true-mvp-mindset/) before you start planning this step.

## How to decide what to include in an MVP?

The key idea – scoping MVP development does not start with the list of features. It starts with the question – what problem do we solve and for whom?

From our experience, the main mistake startup businesses fell into is that they misinterpret the purpose of MVP development. It is not about deciding what functionality is the most important, start building a product from it, and iteratively add more functionality to build a robust product. Developing an MVP you aim to bring your customers from point A to point B using minimum features, see if their problem is solved, and get feedback. The next step would be to improve the initial business concept, repivot it to serve the client’s needs better, and modify the product based on the data received after each iteration.

![MVP development process](https://wise-site.fra1.digitaloceanspaces.com/mvp_scope_product_development_69aa6e58cb.svg)

Product value is the next aspect we recommend formulating precisely before making any tech decisions. When dealing with MVP development, you should never underestimate the value your product will have and not focus only on the minimum part. Define the value proposition at that step where you currently are and make sure MVP can bring this value to the first users. The feature set for the MVP development should contain that product hook that will make them move forward, take your product for a spin, and leave feedback on their experience.

## Where to start the evaluation process?

Thus, if you treat MVP as a product version that allows your customer to solve a particular kind of problem, that’s a great start. To proceed, you will need to define a critical user path that will allow your future customers to move from state A to state B with no complications on their way.

For example, if the system requires registration, for the MVP step, you can select one authentication method via Google for the start, rather than provide several options right away. This approach is called Minimum Marketable Flow, and you can learn more about it from our previous post on [tech stack for MVP development](https://wise-engineering.com/blog/post/tech-choices-in-startup-mvp-development/).  

Another approach is to create a prioritization matrix that will help divide the features you’ve had on the MVP development list in terms of the value they bring to the end-users and the computing efforts their implementation requires. Your MVP should contain only the functionality that brings the most value and require the least engineering efforts. As for the features that bring value but a more complex in implementation, you might want to consult with your tech and design teams on how to simplify them for the MVP development step.

![Feature set evaluation in MVP development process](https://wise-site.fra1.digitaloceanspaces.com/mvp_scope_evaluation_e797c18436.svg)

## Can scoping workshop shorten the work on MVP?

Scoping workshop is another great initiative you can either undertake by yourself or with external help. It will help to go through the product concept and idea in detail, create a problem statement, and define the value proposition. After that, it would be easier to work on user journeys and simplify them to the most vital functions that you will then include in the MVP scoping document.

Scoping workshop will be most beneficial if you include your tech team in it. No matter what form this would be – a cross-teams meeting, brainstorming session, or any other format, this workshop is successful if on the outcome you receive:

- Clear roadmap and development directions that include user flows, user cases, and feature set for MVP development. 
- Defined roles and responsibilities for all the team members required for the engineering phase.
- Scope translated into technology. Answers to the questions on the tech stack, required platforms, integrations, and other tech aspects.
- Suggested delivery order, as well as time and cost estimates. 

Make sure you don’t take the scoping step lightly, as MVP simplicity is, in fact, rather complex. It requires a lot of planning, scoping, and prioritizing. From our experience, starting with the scoping workshop helps move along the MVP development step more effectively, for sure.

![Scoping workshop in MVP development process](https://wise-site.fra1.digitaloceanspaces.com/mvp_scope_workshop_38b0902f25.svg)

## How we approach MVP scoping at Wise Engineering?

We always start with the business idea and precisely define the core value behind the product we will provide MVP development services for. This gives out team clarity during all further steps. Sometimes we convert comments into immediate project requirements, in other cases, we initiate the scoping workshop to prioritize the project roadmap.

From our experience, the most effective way is to start communicating directly right away, working with the unique context of a business and all the influencing factors. [Contact us](https://wise-engineering.com/contacts/) to discuss how we can help you get your MVP off the ground, and let's make this new project your next big thing. 





Learn how to include just enough features in your MVP to get the most out of the MVP development process step. Our tech team shares experience on the topic >>

Scoping out the work for the MVP development process

Learn how to include just enough features in your MVP to get the most out of this step. The Wise team shares experience on the topic.

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Company

Corporate values are at the core of Wise Engineering. We sat down with the company’s CEO Max Drogobytskyi to talk about Wise corporate culture and values-driven business. Max has shared what corporate culture means to him, how the company prioritized shared values, explains what values-driven environment is really about, and how values keep company integrated in the long run.

## What makes a values-driven business

**Q. When you started a company what was your idea of a successful business? What was the most important for you at that step?**

M. At that point, the freedom to make decisions myself was what I strove for the most. I didn’t look at other companies and, therefore, never took them as role models. Perhaps, it was my mistake. If I looked, I would, perhaps, make fewer errors and someday would build something similar. Still, I don’t regret anything. I wanted to do everything my way, learned from my mistakes, sometimes I started over. It was a bumpy road, but I am very happy where it got me and Wise Engineering now.

**Q. What does a values-driven company mean to you and at what step did you understand that you need to invest in the culture? **

M. A values-driven company is a company in which when there is a decision to be made, corporate values are taken into account above any other reasons, including rational or financial.

We say that Wise Engineering is a values-driven company because our shared ethics is behind every decision I make as a leader and every action we take as a team. When faced with any difficult choice or any everyday behavior, we are answering the question – does it correlate with our values?

How did Wise become a values-driven company? At what point? I don’t know. It is who we are and how we operated from day one. I was never a manager that made data-driven decisions. My decisions were made based on my subjective beliefs. Yet, we did not always understand what exactly drove us. At some point, we started to question it and, so to say, turn our values into words across the team.

**Q. Can you describe this process a bit further? How was it organized?**

M. It was eight years ago, as far as I recall. At that point we hired the company’s first HR manager, and this was her first major task. We wanted to understand what values we had in common and what aspects made up the company’s value system.

We got three random groups that included almost everyone from the company at that point (everyone who wanted to participate in the initiative). We had several iterations where people working in the groups defined values they shared. At first, they described some eloquent situations, behavior models, attitude, wrote everything down. Then they proceeded with grouping and identifying the values behind these patterns. Then the management team worked on the results each group provided. We assembled a list of values we share on the organizational level and included clarifications for each. 

So we created a document that is now used across teams and all company departments. The greatest part about company values is that you don’t have to invent them. They already exist. All you need is observe what culture you have, make a decision to shape it, and then act upon it. 

![Wise Engineering team](https://wise-site.fra1.digitaloceanspaces.com/values_driven_company_team_fcc26af32a.jpg)

**Q. What were the easiest and hardest parts in building a values-driven business?**

M. Finding the right people is the hardest part. It is much easier to check tech expertise. Several questions and a test task – that’s all you need. With values, the answers are not on the surface. We always include culture fit interviews during the hiring process, still, sometimes you need to let people go after some time working together. Even if it is very important financially to keep this position filled, we never compromise the culture fit aspect. 

Besides, it also might be problematic to differentiate between current core values and aspirational ones. Yet, it is something one needs to learn – see clearly where we are now and where are we heading. And not to mix the two. 

To me, the easiest part is to live by the values you’ve defined. The answers to disputable questions become obvious. You don’t need to create a policy for every situation that might happen in the workspace, and still the whole team has guidelines that they share. Living by values gives you freedom of being who you are, helps build an open culture that is about honesty and integrity.

**Q. Is there any difference between the specifics of building values-driven culture for a product and a service tech company?**

M. Sure. There are not only differences but consequences if the values system is not built. What I mean is that every product company has a very unique mission and set of values based on it. It requires work, but still with people united by this unique mission, even when being spread across continents, they feel more aligned by it.

The mission behind service IT companies is very similar, because so are the goals. Thus, when everyone goes remote in the service company, and there is no culture behind, you no longer talk about the team. In this case, the engineer from an outsourcing company is no different from the one working as a freelancer. Yet, if you work with a service company with embodied culture, you can base your collaboration on shared values. The attitude to work here is different, and so are the results you receive on the outcome. 

That is why, at Wise Engineering, we pay so much attention to us working together more time in our office, why we hold so many corporate events, and always speak of who we are, and why it is important to preserve. 

## People behind Wise Engineering culture

**Q. The company has evolved so much since 2006, what are you proudest of from all these years?**

M. That’s an interesting question. There are many things I’m proud of, but most of all I’d say – people. People behind Wise Engineering I admire the most. And these are both our in-house team and our clients. 

I am very proud that we managed to bring together specialists with deep tech expertise that at the same time are united by the values of growth and ownership. Meantime, our clients become our long-term partners that collaborate with us for years. We cope together with world crises and a variety of challenges. The global projects we are part of are impactful, with unique missions that fully correlate with our worldview.

Being surrounded by these people and contributing to global change-driving businesses makes me really proud today. Especially today. 

![Wise Engineering team](https://wise-site.fra1.digitaloceanspaces.com/values_driven_company_wise_team_c716193276.png)

**Q. How would you describe a person behind the Wise Engineering culture?**

M. Proactive, that’s on top of mind. This person offers and initiates help when that help is needed and gives feedback openly.

This person takes part in company life and takes full responsibility for the things initiated. And this includes multiple non-work related initiatives that we hold at Wise Engineering. We describe this attitude as ownership. To me, this is where the Wise team stands out the most. 

**Q. What ideas hit on you when the war started*?**

**On February 24, 2022, russia started a military invasion of Ukraine. When this interview is published, Ukraine is still fighting for its rights as an independent, sovereign state. *

M. Honestly, there were no new ideas. This war escalation only strengthened the importance of ideas that we had before. This includes our aim of giving our people the ability to work from abroad and gradually moving towards a product company targeting the global audience. This does not mean we wouldn’t take the outsourcing projects, but we plan to transform our expertise in the SaaS products that would address the complex tech challenges. We want to move in this direction. That’s for sure.

Also, like never before, I felt loyalty from both our employees and our clients. Hard times erase all layers and show who are the people around you. I can’t say enough how valuable it is now to feel the integrity of our team and our partners. Wisers did everything to fulfill our obligations to our clients, we continued hard work no matter what, and some teams had even the productivity rise. At the same time, we received immense support from companies and teams we collaborate with as outsourcing tech partners. We are very grateful for this attitude. Today I feel the results of the culture we’ve built for years.

## How to build a values-driven work environment

**Q. What would be your imperative for businesses who try to build a values-driven company?**

M. You can’t create a value system for yourself and your team. You just need to reflect and name what you already have. Faking culture won’t work. Of course, there can be a list of aspirational values that you aim at, but my idea is to start with what drives you currently. 

Explicit values help your company stop operating by rules and policies and start operating by principles. This helps build integrity, open culture, and a strong team that is aligned by shared ethics.  

Don’t be afraid to let your values impact what you do next. You won’t regret it in the long run.










Our CEO, Max Drogobytskyi shares his thoughts on what a values-driven company is, how corporate values are defined, and what impact they make. 

Values-driven company: A Conversation with Wise Engineering CEO

Our CEO, Max Drogobytskyi shares his thoughts on company values and changes that are driven by them. 

Values-driven company: A conversation with Wise Engineering CEO

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From our Tech Talks to group skiing lessons, Wise Engineering company traditions are rich, inspiring, and fun. We are a Ukraine-based company, and it is our corporate culture that helps us today like never before, live through the hard times, stay productive, help those in need, and feel the support from each other. 

Our traditions are aligned with our values of growth, ownership, and our aim to build a work environment of close friendships and caring human relationships. This year our company celebrates the 16th anniversary, and we are proud to say that some traditions are with us from those early days.

We hope our collection will spur some ideas for your workspace and will be happy if you share your company traditions in the comments for the <a href="https://www.linkedin.com/feed/update/urn:li:activity:6925711789867335680" target="_blank">post on our LinkedIn</a> page.

![Family day at Wise Engineering](https://wise-site.fra1.digitaloceanspaces.com/CW_204544_eba98fbf7c.jpg)

## Growing together

At Wise Engineering, we aspire to high engineering standards and work in the domains that evolve rocket fast. That’s why we never stop learning new technologies and improving our skills. 

### TWIL meetings

The *This-week-I-learned* initiative helps us stay up-to-date with the latest technology news and share knowledge across teams. The slot for this meeting is booked in advance every Friday afternoon for all Wise Engineering teams. If you have an interesting topic to share, you announce it in the Slack channel and get about 15 minutes for a short presentation. Sometimes there are more than one speaker. All depends on the week load.

The topics are not necessarily technical (though they usually are). Sometimes we speak of Mars exploration, plane engines, and handy devices our engineers built.

### Book clubs

Several book clubs are operating at Wise Engineering all year round. You can join a technical book club or the one where we read books on innovations, soft skills development, and business growth. The book club owner selects a book and gathers a group of people who would read it together. Once a week, group comes together to discuss the chapters planned for reading and share insights and their experiences. We read in English, of course.

Among the latest books that impressed us the most were *Turn the Ship Around!* by L. David Marquet and *The Culture Code* by Daniel Coyle. From the first we’ve learned from the former Navy captain David Marquet’s true story on how to grow ownership attitude within a team. Reading the second, we had active discussions on how the corporate culture is built and what makes different teams succeed. It seems like at Wise, we like books that are based on real life stories one can then further explore.

### Tech Talks

Wisers like to share their knowledge. We do it all the time: when meeting in the office kitchen for coffee or holding internal knowledge-sharing events. We also love to spread our expertise outside the company. 

Before the pandemics, Wise Tech Talks was one of the coolest tech events in our city and always gathered a lot of professionals. Last year we experimented with the online format, and that was a great experience as well. So in future, we plan a mix of both online and offline events.

![Wise Tech Talks](https://wise-site.fra1.digitaloceanspaces.com/00184_3f68691e0f.jpg)

## Raising ownership

Ownership is one of the Wise Engineering core values and it is encoded in a Wiser DNA. We own what we do, no matter if this is a work project or a charity initiative. We initiate changes and manage their realization. Our ideas at the company have all the chances to turn into startup businesses. 

### Thank you cards

Ownership always requires effort, and at our company we understand and value the impact that was made. We have a firm tradition to thank people in person as well as post thank you cards on a special board. This helps us emphasize the importance of the help received or the initiative that was successfully realized.

Very often we share thank you cards for the people who initiated some charity events, arranged exciting trips, or workshops. Each of such events results in numerous personal thank you cards to the owner. 

### Anniversary certificates 

70% of Wise Engineering tech teams work together for more than five years. The first Wise employee recently celebrated his 16th anniversary.

Work anniversaries are important and pleasant small celebrations at our company. Personal anniversary certificate is one of the tradition related to it. A certificate is a fun document that indicates the top work and personal achievements of a person celebrating the anniversary. 

The process of the certification creation is interesting as well. The current team and people closest to the person join a Slack channel where they share all the things they are thankful for to this person, major achievements, and some funny stories. The best of them are included in the final certificate version that is printed and presented in solemn atmosphere.

![Wise anniversary certificate](https://wise-site.fra1.digitaloceanspaces.com/Ihor_anniversarry_ab15522f5d.png)

In the peaceful times, the certificate was accompanied with a present which since the military invasion we now transformed into the donations to the selected charity funds on behalf of the person celebrating.

### Suit up day

Long ago, at Wise Engineering, we once had an employee with an exquisite love for suits. It is not a usual outfit engineers select for daily work but Oleh, the manager, looked very elegant every day. So once, to surprise him for his birthday, everyone in the office wore their best suits and dresses. Since that time, we have been committed to suit up on Oleh’s birthday every year. Many married Wise guys joke that this is a great opportunity to wear their wedding suits.

The tradition was not broken even during the pandemic times. Photos in official clothes were taken and shared online. This year, we invited Oleh to our new office and presented him with a bow-tie. He was moved. Every person matters at Wise Engineering, everyone can start a tradition, or we can start one for you.  

![Wise suit up day](https://wise-site.fra1.digitaloceanspaces.com/IMG_2034_ec80c70a15.jpg)

## Great times together

It is worth mentioning that while our country is at war all the celebrations are postponed till the Victory day. Still, to cope with the current stress, it helps to have all these dear memories of marvelous time we’ve spent together. They empower our hope that very soon we’ll be able to plan another great event for the Wise team.

### Family day

When days are getting warmer we organize a celebration where Wisers can invite their families to join the celebration. Pets are also welcomed.

To tell the truth, this is the favorite holiday of all the small Wise-kids as we always plan a lot of fun activities for them. They visit parents in the office every now and then, but it is much more fun to play outdoors and with other small *partners-in-crime*. Our best company photo shoots come from the Family Day celebration, as the atmosphere there is truly unique.

![Family Day at Wise Engineering](https://wise-site.fra1.digitaloceanspaces.com/CW_204920_1_ee0c84dea5.jpg)

### Wise-parties

Besides Family Day, Wise Engineering holds three events yearly – Programmers Day, New Year Party, and Wise Day (an official company’s birthday). For Programmers Day and New Year celebrations we always opt for some holiday theme that everyone prepares for very thoroughly. The previous year, for example, for the Programmers Day we selected the Oktoberfest theme, and many Wisers ordered national outfits directly from Austria and Germany to look as authentic as possible. There is always a competition for the best costume, and it is always a battle hard to win. 

For the Wise Day, the team goes to the Ukrainian Carpathian mountains and spends weekends there breathing the mountain air, celebrating achievements of the year and brainstorming ideas for the future. Another tradition associated with corporate parties is that, when you visit one, you get a badge with a unique engraving for each celebration.

![Programmers Day at Wise](https://wise-site.fra1.digitaloceanspaces.com/1031_4464f56065.jpg)

### Corporate sports

Running semi-marathons is one of many Wise sport passions. We have a team of runners who train together and take part in the competitions. The Wise team admires their incredible achievements after each race.

Skiing is considered a corporate sport. Expect to get *Do-you-ski?* question during the initial interview. If not, you will eventually. The best practice is received during the Wise Day, where you receive 2 or 3 days to practice. Wisers enjoy skiing and snowboarding. Wise-kids learn to ski starting from the age of four, and group lessons are arranged for the company newcomers. 

This year we prepared for the Wise Day in advance and were about to set for the trip on February 25th. Instead, we donated the money planned for the celebration to the Ukrainian military and focused on the volunteering tasks and our main obligations to Wise clients.

![Wise corporate sport](https://wise-site.fra1.digitaloceanspaces.com/Foto_2022_02_02_04_38_13_pp_8bfb462109.jpg)

## New traditions will start soon

We have a firm belief that after our country’s victory, we'll have some more wonderful Wise-traditions. To start with, Victory Day will be the most cherished holiday for all of us. We’ve already spoken of visiting the regions of Southern and Eastern Ukraine, which currently suffer from the military invasion the most. We’ll definitely dive more deeply into the country’s history and learn more about its beautiful traditions. 

Today, we do not write thank you cards to each other. All the thankful words are addressed to the Ukrainian military who are fighting bravely for all the traditions we have on national, corporate, and family levels. 


Learn about Wise Engineering company traditions to know us better and get some ideas for your workspace.

Corporate traditions WE cherish today more than ever

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The mobile app market is highly diverse. Yet, if looked closely, apart from the fact that mobile applications offer unique features not available via other channels, usually the most successful ones often specialize in one or a few unique purposes. In other words, they have a unique product value behind them. 

MVP for mobile apps helps validate the startup's main idea or product value proposition and create an app that would be useful, widely used, and, hence, well-monetized. The specifics of the mobile app MVP creation hide in the fact that in the case of mobile apps, [MVP development](https://wise-engineering.com/expertise/mvp-development/) is more about analysis, planning, and strategy rather than complicated engineering. Let’s explore this insight more precisely so that when you decide to start developing your business idea, you will be well prepared.

## Guess less and get data instead

What is a mobile app MVP? A Minimum Viable Product is a workable app model that can execute its core functionality. MVP technique is rather useful if done with critical thinking and accurate planning. Besides, an app MVP should be built in a timely manner and contain just enough features to satisfy potential customers and collect their feedback to plan the next product versions. 

MVP allows businesses to collect data on the target market, validate hypotheses before investing many resources into it, and plan further steps based on the information they receive.

![benefits for mobile app MVP](https://wise-site.fra1.digitaloceanspaces.com/mobile_app_MVP_benefits_782546c9ea.svg)

We recommend tech businesses to start with an MVP development in the cases when:

- A new mobile app demands a different behavior from customers in a given context.
- You need to validate if the solution you are offering to a particular problem is acceptable.
- The product value is not that innovative but the UI for the app differs from similar solutions on the market.
- You want to develop a product iteratively and create a lean startup business model.

To sum up, regardless of the goal you want to achieve with this step, as long as you have the [right MVP mindset](https://wise-engineering.com/blog/post/how-to-develop-a-true-mvp-mindset/) for you and your team and understand why an MVP is built in the first place, you will be able to take the most value from it for your business.

## Before making any tech choices
In the case of MVP for mobile apps, the more carefully you approach the initial phases of MVP development, the faster your tech team will be able to implement your ideas and the more relevant data you will receive. Here are the most impactful decisions to make before starting any tech consultations.

### Define app value for end-users
How your new mobile app delivers value to your target audience is the key idea to keep in mind when starting any activities. This is a foundation for all further activities related. If you have the product value well defined first, you will clearly understand what hypotheses you need to validate and, most importantly, what functionality you need for it.

- Make a list of the core assumptions about the new application, the problems it addresses, and how it solves them.
- Analyze your competitors for more insights and formulate a more competitive edge over the existing solutions. 
- Define what is already viable on the market and formulate a unique value proposition that will help your app stand out. 

### Decide on app monetization
You might not include monetization implementation during the MVP development step, yet, it would be good to know for the tech team where you are heading and plan the app architecture accordingly. It is much easier to consider the chosen monetization approach at the initial stages than to integrate it out of the blue when the app logic is already implemented.

The most common monetization models include:

- **Free and paid app versions**. Usually, the free version has somewhat limited functionality or some data storage limits, if compared to the paid version.
- **Free app with in-app purchases**. The main app features are free, but some premium or extra features require payment.
- **Free app with subscription plans**. The app is free to download with some limited access and via the purchasing of subscriptions, the functionality can be extended.
- **Paid app**. The only paid variant is available for apps, a common model for productivity apps, for example.

Of course, the chosen approach can be changed after the MVP is launched and you receive feedback, yet this applies to every part of the app, and you and your team should be ready for this. 

### Outline basic marketing strategy

Thinking that great apps sell themselves is misleading. No matter how unique the value your app provides, there are always many other products fighting for the same users’ attention. Before starting to discuss the MVP implementation it would be helpful to have a roadmap for marketing activities as well. 

As a marketing strategy is based on specific objectives, goals, and deadlines, the tech team and project managers will be able to understand all the marketing context for the project and act accordingly. For example, make sure the application is prepared for the potential increase of users when big marketing campaigns start. 

At this step, you might also want to plan the tasks for your marketing team. The usual pre-launch marketing can include:

- Creating a landing page focusing on the app offer and aiming to capture users’ attention. 
- Preparing a press kit for your app (short review guide, screenshots, and video presentation)
- Materials to prepare for app release on App Store and Google Play (app description, screenshots, onboarding guides).

### Define success metrics for mobile app MVP

Defining how you will measure the success of your MVP project will help both your management and your tech teams make informed decisions on future steps. From our experience, teams that have shared the unique KPIs in the earliest stages more clearly understand the goals behind the MVP phase and collaborate more effectively.

Here are some important metrics to watch closely during the development of MVP for the mobile app:

- **Conversions** (for example, from a landing page visit to the app download, from installing to active using)
- **Customer acquisition** over a period of time
- **Active users** (number of people actively using the application)
- **Churn rate** (the percentage of users who uninstalled the application during a given period of time)
- **App performance metrics** (average load speed, crash reports, and more)

## Main steps in mobile app MVP development

Depending on the app idea, market specifics, business context, required functionality, and other essential parameters, the flow can be somewhat customized for each specific case. Some apps are more simple and require less planning, others demand complex analysis, both business and technical. Hence, some of the phases can be extended or shortened respectively.

On the high level, here’s how we approach the MVP development for a mobile app at Wise Engineering.
![mobile app MVP roadmap](https://wise-site.fra1.digitaloceanspaces.com/mobile_app_MVP_roadmap_6af86d0a37.svg)

### Product discovery

In the case of mobile app MVP development, the better the planning is done, the faster the tech team will cope with the implementation, and the more valuable data the MVP step will produce. That is why we always pay attention to this step and suggest you do the same. 

Essential questions that require answers during product discovery:

- Who is your target customer?
- What problem does your app address?
- Who are your competitors and what is their value proposition?
- How do you plan to monetize it?
- What distribution channels will be there?
- What are the deadlines (time-to-market planned)?

At this step, we start to map out what the app should do and how it should function. Raw wireframing will help to understand the entire user journey and uncover possible complexities that will be taken into account during the tech consulting step.

### UX & Design

One of the main tasks at this step is to assemble correctly the minimum marketable user flow for your future application. The **minimum marketable user flow** contains just enough features that allow users to take the app for a spin but do not include any extra functionality. We’ll talk about how to assemble the feature set for an MVP further. 

At this stage it is important to pay attention to the intuitive UI as with mobile applications, users are not used to reading any documentation and guides. Simple onboarding is all you can expect from them, yet people still tend to skip it very often. Thus, only an intuitive UI will ensure they proceed further after the installation. 

Mobile app design is another aspect. You might not want to invest a lot of resources in developing brand visual identity at this step, which is common practice with MVPs. Some basic brand identity like a simple logo, color scheme, and unified fonts would be more than enough. Consistency is the main rule here. After the MVP phase is over you’d be able to work on product design more attentively.  Here’s how our team helped to improve the brand look for a [podcast recommendations platform](https://wise-engineering.com/case-studies/podnods/) after the MVP launch.  

We also advise design teams to create clickable app prototypes, in <a href="https://www.figma.com/prototyping/" target="_blank">*Figma*</a> or <a href="https://www.invisionapp.com/cloud/prototype" target="_blank">*InVision*</a>, for example. This helps to spot inconsistencies before the software is already under development.

### Tech consulting 

Once you have the design and prototypes ready, you can start discussing the technology more precisely. Of course, some tech choices can be done somewhat earlier, but the UI/UX components influence those decisions definitively.

This step starts with a document creation containing a list of technical requirements and proceeds with consultations with a variety of specialists. Including system architect, tech lead, project manager, and other engineers whose opinions would benefit the project. The team depends on the project complexity and does not always require a lot of time. 

At this step, it should be decided what approach native mobile app development or cross-platform you will apply. When making a native vs cross-platform approach, we advise considering:

- Application complexity
- Available budget
- Development time
- UI/UX components

After the development approach is selected, the tech stack composition becomes rather obvious. Swift for iOS app development, Kotlin for Android app development, if you go the native way, and React Native or Flutter if cross-platform development is planned. Plus, the list of necessary integrations and 3-rd party services will be assembled. 

### Back-end development

This step is optional and depends on the functionality selected for the MVP development. Some MVPs with simple feature sets can be launched without back-end development. Yet, for the mobile apps that process user data, store them, and need to ensure their security it is inevitable. The back-end of a mobile application functions as a server for users to sort the information they add to the app.

The basic feature of the mobile application back-end include:
- Authentication
- Database
- Scripting
- Architecture
- Automatic synchronization
- Push and email notifications
- API console
- Analytics
- User management

### Mobile development

At this step, the mobile development team starts design implementation based on the API and back-end configurations. Our mobile development team says this is the easiest part of the entire mobile app MVP development process if all the previous steps are done efficiently.

To cope with the step successfully, the tech team needs to understand how to develop high-performance and reusable UI components that are in line with the App Human interface and Material guidelines. The 3rd-party integrations are also being built and configured at this step.

### QA & release

An accurate testing process ensures the delivered functionality meets the high standards of mobile app development. At Wise Engineering, for example, we pay thorough attention to creating testable, maintainable code that allows us to easily incorporate new functionality and set up rigorous testing processes.

We also assist our clients and handle the entire approval process for both App Store and Play Market applying best practices we’ve learned developing mobile applications for our customers for 8 years.

Note, that after the official release of the mobile application, the iteration process starts over. After the feedback is collected and analyzed, your MVP development team will start working on the improvements.

## Common mistakes to avoid

While the roadmap for each specific case of mobile app MVP development differs, the traps startups get into are rather common. Let’s look more closely at the aspects businesses tend to underestimate at the MVP development step.

### Lack of focus

Features overload is the key reason MVP fails. And what exactly is meant by an MVP failure? Few people bought a subscription, the project was not profitable, and there were few conversions? Are these goals even applicable to an MVP development phase? Not quite.

Idea validation with minimum resources spent and at the shortest time possible is the main goal behind any MVP. Thus, it requires focusing on the app's core functionality that helps users to test the application and define if it helps to solve their problems and leave feedback on how the product can be further improved.
 
To make the decision on what to include in the MVP version, we advise creating a prioritization matrix that helps to filter out all the functionality you have in the lists in terms of the value they bring and the technical effort they require. Thus, features that bring the most value and are not that complicated to implement are the first to include in the MVP feature list. The functionality that brings value and is somewhat more technically complicated should be discussed. Do you have the time and resources for its implementation? The features on the lower part of the matrix can be postponed and planned for implementation for the next app version.

![feature set for mobile app MVP](https://wise-site.fra1.digitaloceanspaces.com/mobile_app_MVP_feature_set_f68c9ac90b.svg)

### Not thinking long-term 
When planning an MVP with our clients we include a number of questions that help us understand how stakeholders see further product development on a high level. This helps us make tech decisions that would benefit the project in the future. 

For example, understanding the possible planned next steps after the MVP launch helps to make decisions in favor of native or cross-platform mobile app development. If long-term perspective is not taken into consideration, there can be mistakes in tech choices, and changing either a tech stack or app engineering logic always takes time and resources to fix.

Clearly, there will be pivots after the MVP launch, but they are more connected to adapting the functionality to serve the users better, introducing new features, and customizing the existing ones. These changes can be implemented fast if your tech team thinks a bit in advance within your business context. Check out how we approach [tech stack architecture for MVP development](https://wise-engineering.com/blog/post/tech-choices-in-startup-mvp-development/) at Wise Engineering. 

### Forgetting the analytics

In the previous blocks, we’ve discussed the main goal for creating an MVP – validating a business idea within limited timeframes and resources. Thus, to make the most of the minimum viable product, gathering the analytic data is vital.

With each of our clients, we always discuss if the data they receive from, for example, Apple and Google markets’ analytics is efficient or whether we need to configure other services that would help understand how users interact with the application better. For example, this may include app heatmaps and behavior funnels to monitor in-app behavior.

Along with qualitative data, it is important to collect qualitative information. For this, make sure the MVP app version includes in-app feedback widgets, subtle click-to-choose options integrated into the app interface. They help users share valuable feedback after they, for example, completed a series of actions.

### Inefficient stakeholders’ involvement 

If one believes that they can give their tech team a task and come back in two months checking the results, they are mistaken. From our experience, the more involved the CEO or founders are in the development process, the faster the product in the desired state is brought to the market.

We do not say you need to be there to clarify every slightest nuance. Of course, all the routine tasks would be taken care of by the project manager, but every now and then engineers should be able to discuss significant aspects, suggest optimizations, and clarify requirements. This can be done during weekly demos, for example. 

At our company, we are very proud of the collaborative approach we’ve developed with our clients. Setting up an effective communication loop between all the counterparts is critical for us. Read more about how we adapted the [new communication model in software development outsourcing](https://wise-engineering.com/blog/post/new-communication-model-in-software-development-outsourcing/). 

## Development team for mobile app MVP 

Your dedicated team for the project might consist of a variety of specialists, all depending on what mobile application you are about to create. Typically the team includes:

- Project manager to plan and coordinate the team's work.
- Designer to create app prototypes and develop a brand visual identity. 
- If you opt for a native development approach: web engineer for API and back-end development (if it is required for the selected feature set) and iOS and Android developers.
- If you select creating cross-platform, the work on one application will be shared between the front-end and back-end engineers.
- Depending on the application, the DevOps engineer to set up the engineering environment for continuous integration and delivery.
- QA engineer for mobile application testing.

Yet, this does not mean that you should hire a team of fifteen people to launch an MVP. In most of the cases at Wise Engineering, teams of 3 to 4 manage to deliver great results for our clients. For example, here’s how in a small team we created a [cross-platform mobile app for contractors](https://wise-engineering.com/case-studies/blue-collar-lists/) in the USA.

To calculate the mobile app development cost, multiple project aspects are taken into account. The chosen development approach (native or cross-platform), feature set complexity and design components are the key factors that influence the price. Thus, a simple app that serves one key function will cost less and, if planned correctly, will drive value with a rather small investment. More complex development, clearly, will require more resources. During the product discovery phase, we help our clients define functionality and approaches that would bring the most value and omit those engineering efforts that drive less tangible benefit.

Our team is open to new projects in the native mobile development or cross-platform development domains and would gladly provide you with tech and business consultations.
[Contact us](https://wise-engineering.com/contacts/) to book a call with our business development team and start moving towards your goals with an experienced tech partner.



Learn specifics of MVP development for a mobile app. Stay prepared for the hidden challenges before making any tech choices and after development starts.

From idea to MVP for mobile app | Wise Engineering Blog

Learn specifics of mobile app MVP. Be prepared for the challenges before making tech choices and after development starts.

From idea to MVP for mobile app

MVP_tech_stack.svg


To prepare this article, we consulted two full-stack developers and a DevOps engineer who were all part of the dedicated teams that collaborated on [startup MVP development](https://wise-engineering.com/expertise/mvp-development/) for several Wise clients. Our aim with this publication was to prepare a handy collection of insights our team received working with real businesses and addressing new challenges in the post-covid environment.

The key idea we would like to communicate is that there is no *best* or *right* technology stack that would suit any tech product type, be it a mobile app, web application, or SaaS product. If you see this type of narrative in the title or introduction of the article, podcast, or video tutorial, you can freely skip it, as they would be misleading. The truth is, the one-fits-all approach is elusive and there is no *right* or *best*. Though **there are criteria to consider, jobs to be done, people to involve in the process, as well as mistakes to avoid along the way**. We’ll focus on these aspects in this blog.

## Before discussing the technology

Prior to starting any considerations related to the technologies you will use, make sure you’ve developed the <a href="https://wise-engineering.com/blog/post/how-to-develop-a-true-mvp-mindset/" target="_blank">right MVP mindset</a> and have a clear understanding of what you’re about to build and, most importantly, why. 

The key ideas you might want to keep in mind:

- MVP is not a prototype. Users should be able to fully understand the product concept and take it for a proper ride.
- MVP is the best way to test your product with minimum investments. 
- Testing means you need to set up an agile development process when you release new functionality constantly.
- Success metrics for your business should be clearly defined. 
- The big goal behind the MVP can change. The ability to respond flexibly to the findings you receive is your superpower.

Furthermore, let’s define what is meant by tech stack for the startup MVP development. A **technology stack** is a combination of tools your in-house or outsourced engineering team will use to create a web, mobile, or cross-platform application. There are usually the client-side (front-end) and server-side (back-end) parts. Tech stack can consist of a variety of tools, services, frameworks, and programming languages. The mix is unique to each specific project and should be assembled based on the requirements and business context of each product separately. Of course, you can delegate the technology choices to your tech partners, but there is no harm in understanding the basic principles of how this process should be done efficiently.

Here’s how we approach the tech stack architecture for the Wise Engineering clients and our in-house startup products.

## Start with the right questions

What technology is the best to build a web application? This is a type of question we strongly advise you to avoid. To define the unique mix of technologies for MVP app development, your engineering team should have the mockups in front of them, and the discussion should begin with the following questions: 

- What is the core product functionality?
- Who are the users? Where are they located?
- What type of data should be processed? What is their structure?
- Are there marketing campaigns planned? When do we expect user base growth?
- How soon will we need to expand the engineering team?
- What are the time restrictions? Are there due dates set?

All of the aspects above can be broken down into two major categories:

1. **Functional products requirements** (*read: what the product will do*). For example, how users will interact with the system, how the platform will respond, authentication steps, what transactions will occur, and more.
2. **Quality system or non-functional requirements** (*read: how the products will perform*). For example, how fast the system should perform certain activities, what availability is expected, how dependable the system is, what limits systems should handle, and more. 

When it comes to MVP engineering, the non-functional requirements will influence the tech stack choices most of all. Because there are numerous options of how you can realize different features, and, at the same time, when there are high requirements towards security, maintainability, app scalability, and similar, the options range will narrow down significantly.

![Functional products vs quality system requirements](https://wise-site.fra1.digitaloceanspaces.com/requirements_influencing_tech_choices_4b781b7ab6.svg)

## Avoid over-engineering

In <a href="https://innovationfootprints.com/wp-content/uploads/2015/07/startup-genome-report-extra-on-premature-scaling.pdf" target="_blank">74% of cases</a>, premature scaling leads to startup failure. Let’s define what is meant by *premature scaling* or *over-engineering.*

**MVP over-engineering** happens when a product acquires more features and advanced setups that the business really needs at the MVP development step. This further leads to the situation when a company's revenue from new users acquisition is lower than the cost of maintaining the system itself. The understanding that, before everything, you create an MVP to build a profitable business and a tech stack only gets you there helps not to fall into the premature scaling trap.

When engaged in MVP development services for startups, the key suggestions we give our clients are the following:

- Do not start MVP web development by writing numerous microservices. This increases debugging time and prolongs the overall development time. You can rearrange the system into microservices gradually after the MVP engineering step is over and you proceed with actual product development. 
- When deciding on creating any functionality from scratch applying reasonable buy vs build thinking. Using ready frameworks or services helps decrease product time-to-market and get feedback from the audience faster. Of course, ready-made solutions have lower customization capabilities but do you need that advanced setup to validate the idea and get traction from your MVP? The speed factor wins the competition in most of the cases here.
- For the MVP tech stack, we also recommend selecting up-to-date but proven technologies with extensive engineering communities and an efficient number of developers using them. Of course, using the latest frameworks or programming language is tempting for developers, but this is not the case for your business. You need a stack that consists of proven technologies without any hidden contexts. Plus, once your product scales, hiring more people to the team won’t be an issue.

This, of course, does not mean that the tech stack you select should be simplistic or clunky. Your engineering team should keep the high coding standards and build a system that addresses the business challenges you face and help you achieve your long-term goals.

## Define core functionality and stick to it

There is always a temptation to add one more option or more customization to the existing functionality. Yet, for the MVP development step, this is the point where you start to lose focus. 
To enhance or expand any feature, you need clear and continuous feedback from the audience that they really need it. If the idea to add more functionality belongs to anyone from the team, think twice before adding the task to a backlog.

When the Wise team deals with the MVP development, we focus on building minimum marketable user flow exclusively. **Minimum marketable user flow** is the simplest feature set that reflects the unique selling proposition of the future product. This is a predefined user flow that allows testing the product from start to the desired state, yet lacks multiple options of how this state can be achieved. We usually have the additional flows documented, but our primary focus never shifts.

![Minimum marketable user flow](https://wise-site.fra1.digitaloceanspaces.com/minimum_marketable_user_flow_725aafa6ad.svg)

We described how to generate a <a href="https://wise-engineering.com/blog/post/how-to-develop-a-true-mvp-mindset/" target="_blank">minimum marketable user flow for an MVP development</a> in one of our earlier blog posts.

## Consult DevOps before writing any code

Developing and deploying an app constantly and at a fast pace is an integral part of the MVP development process. A DevOps engineer enrolled in the team at the initial steps will set the grounds for an efficient Infrastructure as a Code environment and help your engineering team move along the project roadmap smoothly. The base that will be set at this step will help avoid rearranging the overall system once the scaling is required. DevOps engineers help you think long-term and plan the product architecture for further development and minimize the risk your system will be unable to perform later.

The key task for DevOps at this stage is to allow the product and engineering teams to react flexibly towards the feedback they receive launching an MVP. DevOps engineer is responsible for:

- Setting up Continuous Integration and Continuous Delivery to allow engineers to deploy changes to the product quickly.
- Building a highly available and fault-tolerant system that will allow you to quickly modify or update the application without downtime.
- Orchestrating the engineering team and ensuring wide-scale collaboration across all people involved in the MVP development.
- Setting up system monitoring and autoscaling to prepare the application for any unexpected system loads.
- Initiating product documentation (we’ll talk about this aspect in more detail further).

Learn how we arranged the product architecture when launching <a href="https://wise-engineering.com/case-studies/granted/" target="_blank">auctions and events marketplace</a> from the case study.

## Find time for project documentation

Teams dealing with startup launches understand that time-to-market is a vital metric and do everything to reduce it. Still, sparing engineering time by neglecting the aspect of product documentation will negatively impact the development speed soon after new people start joining the team.

A good practice is to start product documentation at the tech stack selection step. You can include the following information:
- What technology did we choose for a specific task?
- Why did we make such a decision?
- What technologies did we consider but didn’t select, and, most importantly, why?  

This information will be useful for every new member of the project and save time on R&D steps if similar issues arise again.

At Wise, we are very attentive to product documentation, yet always define a reasonable time to create it. We also recommend keeping up the fast development pace with the efficient environment for code deployment, focusing on user flow that communicates unique product value and not by keeping all the information in the minds of people currently working on the project.

## Collect data from day one

Analytics is at the core of the overall MVP idea. You build a minimum viable product to test your hypothesis which is impossible without relevant data collection.  

Before starting any steps with MVP planning we always suggest our clients define success factors for their MVP – unique KPIs for their particular business context. These could be both quantitative and qualitative metrics, and it is important to share them with the whole team. From our experience, when everyone involved is aware of the success KPIs and understands the goal behind the MVP step, the team collaborates on the project more effectively.

One of the Wise clients developed an effective approach to MVP creation based on the target audience’s feedback. The team involved the predefined focus group in the evaluation process right from the start. Learn how we developed an <a href="https://wise-engineering.com/case-studies/core/" target="_blank">MVP for an all-in-one fitness chain platform</a> and learn how the team worked with the focus group’s feedback from the case study. Another our client was using the <a href="https://mixpanel.com/" target="_blank">Mixpanel</a> service very actively to see at what steps we lose a potential client and react iteratively on the UX improvements.

Thus, when you decide what defines your MVP success, collaborate with your tech team to include analytics services in your tech stack.

## Never underestimate communication

Communication might be the least expected aspect in the article about the tech stack for MVP, however, from our 15 years experience of launching MVPs for E-commerce, EdTech, Media & Entertainment, and other industries, effective communication contributes to the overall project success.

By effective communication, we mean both communication inside the engineering team, as well as communication between counterparts involved – founders, stakeholders, and investors. 

Inside the tech team, the decisions on the chosen tech stack should be well communicated and discussed across back-end, front-end, and DevOps parts. And as was stated above, the decisions should be documented. Besides, the people on the client-side should be also well aware of the tech choices. They might not need to be part of the technology evaluation process, but they should receive a summary of what tech stack was chosen and, most importantly, why, and what the alternatives are.

At Wise, we adopted the client-team approach to communication which helps our client reach out to anyone from the dedicated team. This helps to set an effective communication loop at the step of tech stack selection and ensure efficient collaboration when the MVP development iterations start. Read more about the <a href="https://wise-engineering.com/blog/post/new-communication-model-in-software-development-outsourcing/" target="_blank">new communication model in software development outsourcing</a> we apply to the collaboration with our client.

## Key takeaways

To architecture a tech stack that will benefit you MVP and allow you to make the most from this product development step, we recommend:

- Analyze both functional and quality system requirements.
- Define marketable user flow and plan MVP development roadmap based on it.
- Schedule DevOps consultation before starting the development.
- Consider project documentation as a long-term investment.
- Define MVP success metrics and set up the analytics right from the start.  

At Wise Engineering, we are fluent in different technologies across multiple domains. Check out the tech stacks we usually apply for [MVP development for startups](https://wise-engineering.com/expertise/mvp-development/) and contact us to get tech stack consultation and estimates for your project.

What aspects influence tech stack choices in startup MVP development? There is no one-fits-all approach, but there are best practices you can apply >>

Tech choices in startup MVP development

Learn what aspects influence technology choices in MVP development and build a tech stack for your unique MVP idea.

mvp_mindset_main.svg

Although it’s hard to find any business-related person in the tech industry who would have little or no idea of an MVP, there is still a lot of confusion about its real purpose. And the more widespread its usage gets, the more misconceptions appear. 

To build an MVP in the right way, it seems sensible to conduct thorough user research, involve every expert on the team, and make sure all the key results are outcome-based. These are great practices. Yet, their combination in MVP development only makes you spend too much time and budget on what should actually save your resources.

Based on our experience in <a href="https://wise-engineering.com/expertise/mvp-development/">MVP development</a> for 15+ years, we’ve assembled a list of mistakes online businesses trap into and key ideas that help set a relevant MVP mindset and cope with this product evolution step efficiently for your startup success.

## What MVP is NOT

At some point, at Wise Engineering, we started analyzing why businesses with great expertise still experience pitfalls during the MVP step. Cooperation with multiple startuppers and business owners helped us define four main faulty ideas you might want to consider before the MVP development starts. 

### Not any initial development step

Not every business chooses to start with an MVP. And not every initial product development version is an MVP. In some cases, startups opt for immediate product introduction to the market. For instance, when planning an E-commerce platform, one may skip the MVP web development phase and launch the whole marketplace at once. While it’s their decision to make and this option is applicable in some cases, it’s worth saying they are lucky to pull through. 

So that’s when an MVP term gets its major misinterpretation. Not every initial product development version IS an MVP. MVPs are not created to generate profit or get first users. Even if it happens, think of it as just a pleasant side-effect rather than a primary goal or a rule. MVPs are not meant to have emotional design or are created to impress users. 

![Product development process with the MVP development step](https://wise-site.fra1.digitaloceanspaces.com/mvp_mindset_product_development_process_2aa032041d.svg)

On the contrary, any MVP is a quick solution to narrow down your idea to the smallest version possible to test your assumptions. It has neither a product with an advanced tech stack nor broad functionality. Overall, an MVP is just the smallest, earliest, yet, verifiable option that registers the customer’s pain, proves the suitability of the solution you offer, and gives you proper feedback. The results are used either to pivot or to move on to the next stage of project modification.

### Not a minimum feature set

Despite its name, MVP is not about minimum product delivery. The definition of *minimum* depends on a particular project in a particular context to make this MVP meaningful. It’s about giving your users something, most often rough and far from your final version, to test. It’s about listening to their feedback and learning from it. Finally, it’s about iterating and driving new, updated (if not completely different from your initial idea) value to the end-users to get market traction. This is what we call validated learning that helps place the user’s needs and pains, not your app, in the center.

In a nutshell, *minimum* stands for solving early customers’ urgent problems from the very start by adding only those features first that matter most. So, instead of focusing on *M*, never underestimate *V* in your MVP. 

![Difference between an MVP and an end product](https://wise-site.fra1.digitaloceanspaces.com/mvp_mindset_difference_MVP_product_19225efe60.svg)

### Not a perfect product version
 
Addressing ALL potential users with ALL best possible functions on ALL devices and platforms is a dead-end road. Trying to turn your MVP into an “ideal first draft” ends up being stuck in its development forever. Not to mention the cost of such a search for excellence. 
 
MVP consulting we do regularly shows that for many startup owners it is painful to weed off the functionality they think would be nice to have. Sure, as product owners they are tempted to develop the very best of what they have in mind. Yet, in the case of <a href="https://wise-engineering.com/expertise/mvp-development/">MVP development for startups</a>, it is not a sensible strategy. What makes a difference is their flexibility and readiness to pivot at any point. 
 
Your MVP shouldn’t test certain features but the value it can add or a problem it can solve. Thus, the fewer features your MVP has that serve its primary purpose, the faster the feedback and the more time and money you save for future iterations. A product with broad functionality and dozens of tasks to test is no longer an MVP as it cannot be reliable in validating or invalidating your ideas and takes ages to deliver. After all, such a down-to-earth and thrifty MVP approach makes sense as no project has unlimited time and budget.
 
What we advise is to think of your product as the one that’s constantly improving. Many companies release products with lots of great features that are never used or updated. This is not how great apps are made. Yes, MVPs will never have everything you dream they should have. However, once you keep iterating, this is hardly a problem.

### Not an end product

In fact, an MVP doesn’t even need to be a product to make the best of it. The intentions behind MVP development are to test the idea, see if you can sell the product-to-be (the *fake-it till-you-make-it* approach), collect feedback and/or the potential users’ database, engage prospective investors and receive (or not) their approval and funds.

Yet, many teams view an MVP as a half-baked product or the one that can be released earlier than expected. Once the startup owners attempt to see an MVP as something they develop and consider the job done, that’s where they fail to bring their idea to life. 

To make an MVP beneficial, you have to treat it as a process that you must repeat constantly. Define your assumption, verify it, learn as much as you can and use the outcome to make data-driven decisions with as little time, effort, and money as possible. Repeat that loop. Do better. At every stage. And that’s the only helpful strategy. MVP development is more like building a part of every app development stage rather than producing one layer at a time.

![what is an mvp](https://wise-site.fra1.digitaloceanspaces.com/mvp_mindset_what_is_mvp_91f2734944.svg)

## MVP mistakes to avoid

Let’s discuss the most common mistakes a lot of startup owners stumble over, irrespective of the project type, scope, or industry.

### 1. Early tech advancement

It’s common knowledge that every startup is built to grow. Yet, thinking in advance might result in an overengineered MVP incapable of performing its primary task – test the idea with the minimum effort and resources (read: quickly). What you need is just to build the key functionality and not assemble a complicated and scalable tech stack from day one. The latter is neither practical nor cheap. 

If the tech stack is too simple, you will create a low-quality MVP not enough for initial users to test and give proper feedback. Yet, once you try to involve too much too soon, you might get stuck working months and spending extra just to find out the core idea, and eventually, will need another tech stack to implement it.

### 2. *I-know-best* approach

On your way, you will deal with vendors who provide MVP services. Our experience proves that whatever skills, brilliant ideas, or expertise an entrepreneur brings to the table, a project rarely succeeds if the focus is kept on the initial suggestions and any advice is rejected. 
 
If there is no collaboration, it results in a major risk of bringing that precious *so-good-in-theory* app into life just to find out it is something your actual users either can’t, don’t need, or don’t want to use. At least, initially. And that’s what MVPs are for. Reasonable assessment: to test, analyze and pivot when it isn’t too late. At this point, it’s crucial to stay open to the suggestions your MVP consulting team has. 

The I-know-best viewpoint is easily tested by a hard heart and a critical eye. The problem is, startup owners rarely have one for their cherished projects. That’s when MVP development services for startups come in handy. And even if you have a good development partner, it’s still difficult not to defend your initial idea or burn everything to the ground. What matters is to stay humble, listen, learn, adapt, and alter when suggested to do so.

### 3. Moving forward slowly

Startups have a major benefit: flexibility. They can pivot in a quicker and more stress-free manner than big market players. If you engage core functionality either in a small or a medium-scale project, it’s easier to adapt it or even start from the base one as soon as you get feedback from early users. 

Yet, competition plays an evil trick with startup businesses. Some of them still misuse the MVP benefits wanting to give their customers more. Overloading your MVP with irrelevant (at this point) functionality usually results in budget overruns, not meeting the initial targets, reworking modules that have no value to your users, and delays in the final version launch. 

The two common ways to see if you are making this mistake is to check how long it takes to deliver your MVP and its particular tasks. 

- The average period for a complete MVP is up to 3 months. 
- The number of key items on your list to validate is 3.
- The workload for an average task varies between 2 and 4 days.

These numbers are approximate. Yet, if you passed these marks, you are probably adding too much or even jumped over to developing the full product instead of an MVP. 

## MVP mindset components

To achieve commercial success with your startup and make your MVP work for the benefit of the final product, you need to think, plan and act in a fast, yet reasonable way. We collected a few tips that are always crucial to the smooth MVP development.

### Clear product vision

<a href="https://www.cbinsights.com/research/startup-failure-reasons-top/" target="_blank">CBInsights</a> states that the startup owner’s inability to identify the market demand is the reason behind 35% of startups’ failure. To see if your MVP resolves the pain points and minimize the risk of going in the wrong direction, you need to:

- Define very specific assumptions to be tested
- Set accurate MVP goals
- Focus on the problems to solve

The more clearly you identify the product and its long-term prospects, the more accurately the development team implements it. The way you test it must be straightforward and simple so that you and your customers could easily check if it has any value. To make sure you are addressing the right problems, conduct research, map out user stories or cases. You can focus on a certain group, and not target a broad audience if it isn’t necessary. This helps you steer away from an over-engineered MVP, stick to the core idea and functionality, get rid of the tasks that don’t need to be validated at the initial stage, and make the MVP development process worthwhile.

Check out this case study on <a href="https://wise-engineering.com/case-studies/podnods/">web application development</a>. It illustrates how precise requirements from the client helped us to deliver the app earlier than planned.

### MVP success metrics

To understand the product prospects, it’s important to rely on effective and proven ways to measure the success of your MVP. This validation process includes two major types of metrics you can involve: 

- Via qualitative metrics (rich text) you can get direct customer feedback through surveys, polls, and interviews, and use them to evaluate the user experience of the MVP. 
- With quantitative (numerical) metrics you can assess if your MVP solves the problem and is easy to use, check the level of engagement, and analyze if your marketing strategy needs changes. These metrics include download and launch rate, in-store positioning and user rating, customer acquisition cost (CAC), average revenue per user (ARPU), percentage of active users and paying users, customer lifetime value (CLV), churn rate, and more.

Whatever combination of indicators you and your tech partner choose to apply, do it before the development stage. These metrics help define the scope of work for MVP development services. What you measure in your MVP should be relevant to how you make progress with your startup.

The choice of the metrics also depends on the target audience of your MVP. If it is a focus group, select the relevant target audience. A group that includes the wrong number or the wrong type of users provides misleading results even if the metrics are accurate enough. If you are aiming at a broad audience, include the marketing costs into your budget to make sure the users are aware of its existence. Finally, if you need an MVP to prove the validity of the idea to your investors, you may need to include either of the previous audiences. The latter option serves as the showcase of how people can use it and demonstrate what you have next in mind. 
 
In a recent <a href="https://wise-engineering.com/case-studies/blue-collar-lists/">cross-platform mobile app development</a> project, we created an interactive dashboard to help our client access the key data on mobile app performance in a convenient format and accumulate it in one place. All to help a startup company rely on data in their business decisions.

### Minimal marketable user flow

At this point what you need is to invest in core functionality and processes to provide more value now and in the long run. To identify such must-haves, analyze and minimize user flows you may have in the course of the startup development. The more minimal the user flow is and the fewer points you test, the easier it is to analyze the feedback and make the best of your MVP. 

To generate such reduced or minimal marketable user flows (MMUFs):

1. Create user personas and prioritize them to get the smallest (yet, viable) number you should work with using MVP techniques.
2. Create use cases and arrange them in user stories to focus on UX rather than a collection of features to build.
3. Prioritize use cases and break down user flows for each of them.

Such MMUFs can help you and your tech partner understand user behavior and dynamics, application logic, third-party integrations, and back-end tasks to fulfill later with less effort and resources involved.

After creating several MMUFs, crucial at the initial stage, you can move on to generating wireframes around each of these user flows in your MVP. This helps perform usability testing in a controlled research environment to record all the feedback.

One more advantage to this MMUF-based approach is the opportunity to track how every little alteration you apply influences or changes your users’ behavior. The latter is highly unlikely once you test two or more features at a time. Simplicity and transparency are key principles in verifying such user flows: minimum steps for users to take and UX design minimalistic enough not to overpower but to highlight what matters.

![Minimal marketable user flow](https://wise-site.fra1.digitaloceanspaces.com/mvp_mindset_minimum_marketable_user_flow_svg_f1bfe67225.svg)

When we helped with the <a href="https://wise-engineering.com/case-studies/core/">MVP app development</a> of the fitness chain platform, we applied the MMUFs approach, tested prototypes in focus groups, and adjusted the product based on the feedback. This helped our client launch a product beta with a really handy feature set. 

## What to expect from a tech partner

It’s quite a challenge to select a proper outsourcing development team for MVP engineering as it has lots of intricate aspects to take into consideration. These are the main requirements you should pay attention to while choosing an outsourcing team and starting your cooperation.

**Relevant tech stack**

Think big, start small. The tools and features your tech partner suggests should be good enough to solve the current issues and not overdo the tasks an MVP is to address. There is no need to focus on complex infrastructure or overload your MVP with features that are not essential at this step of idea validation. 

**Focus on minimum marketable user flow**

A tech partner who really gets the idea of an MVP makes sure all the members of the team and the startup owner understand the necessity to start with an MMUF. The latter is helpful in defining certain opportunities or possible bottlenecks, yet, not so time and effort consuming. 

**Basic security and system load settings**

Even if your MVP is tested by a minor focus group, safety comes first. Your users’ personal data, the code generated for the MVP creation as well as the initial idea are too valuable to risk them. At the same time, if you aim at a broad audience, your development team will point out the necessity of system load settings. The aim is to ensure smooth operation and no technical details getting in the way of proper feedback.

**Flexibility and adjusting on the go**

A flexible development team will not write tons of documentation for every button you may need. It will rather split the whole scope into epics and pivot, adjusting when it’s most appropriate or required. By arranging your MVP development into small iterations you can stay alert and be ready to adapt quickly. Flexibility helps the team reach high-level goals with an altered vision that relies on users’ feedback and new suggestions. 

**Clear roadmap and specific timelines**

Although MVPs are about flexibility, it’s essential to have a plan. Your development team should provide you with a detailed schedule of what, when, and how all the steps will be implemented. Starting from the very beginning and up to the post-launch activities. A roadmap and timelines help every person involved understand what milestones are ahead and stay up-to-date. As a product owner, you can use such data to make data-driven decisions for future iterations.

## Key takeaways

To embrace a true MVP mindset, make it a rule to dream big and apply an iterative approach to its planning, launching, and testing. Your MVP can’t and shouldn't be ideal. It’s neither an initial product development step nor a perfect end-version. It isn’t supposed to have the most modern tech stack or a maximum collection of features. What it needs is flexibility, precise goals, a clear roadmap, and well-defined problems your product solves. No matter how great or easy this idea might sound, its proper execution is what requires the most effort and true MVP thinking. 

An expert opinion on <a href="https://wise-engineering.com/expertise/mvp-development/">MVP development</a> can add real value and take the MVP of your new product to a new level. Contact us to discuss your business idea, and let’s find the quickest way to validate it. 


Based on our experience in MVP development, we’ve assembled a list of mistakes online businesses trap into and key ideas that help set a relevant MVP mindset. 

How to develop a true MVP mindset | Wise Engineering Blog

Check out the list of mistakes online businesses trap into and key ideas to set a relevant MVP mindset.

How to develop a true MVP mindset

remote_team.svg

Management Practices

Working with teams scattered across countries and time zones is challenging enough. Moreover, the pressure doubles if the project requirements and priorities are unstable and new tasks arrive instantly. 

In this blog post, we are sharing our experience of replacing traditional approaches to project management with more flexible alternatives. Here’s how we organized work for design, development, and QA teams from the USA, Ukraine, and India and what lessons in remote team management we learned along the way.

## Challenges we met

It all started as a small project where the development team located in Ukraine and QA engineers from India worked together. Stakeholders from the USA had a basic vision for the project scope and tended to change requirements when the features were already in development. Within the small team, we managed to resolve all routine questions quickly via chat, adapted processes on the go, and the lack of long-time planning seemed like a challenge we could overcome.

Yet as the project scaled and more people joined, what seemed like a working solution turned into an organizational nightmare. New requests and tasks arrived every day. Most of them were handled by the Ukrainian team, which started work 3.5 hours later than the Indian Quality Assurance team. This meant the QA team needed to redefine their working day scope in the mid-day. No need to emphasize how stressful and frustrating it was for everyone involved. 

## Approaches we adopted

Stuck in the communication gap, we started to adjust project management approaches to the situation and looked for solutions that would allow us to work despite the time difference and our conflicting schedules. We implemented traditional scrum methodology and created a document with the list of all tasks the Indian QA team had to do during their working day. 

### 1. Updates prioritization

Very soon, the idea with the document containing QA tasks failed. The client expected us to be more agile and flexible than we thought. For example, the tasks that were of the highest priority in the evening got substituted by the other more urgent ones in the morning. There were also changes throughout the day. Finally, it was clear – we need an approach that would allow us to work effectively in this dynamic environment.

This is how we started dividing all new tasks into three groups:

- Big features
- Urgent small changes
- Not urgent small changes

Urgent small changes were implemented right away. Big features were discussed, estimated, and scheduled for further development. And not urgent small changes went into the backlog.

Prioritizing updates helped us start planning our work in the long run. We also were able to provide the QA team with ETA for features in development and the amount of work they would get. As for the urgent tasks, every sprint had a buffer time reserved for their implementation.

![Remote team management tips task prioritization](https://wise-site.fra1.digitaloceanspaces.com/Management_Case_Study_3_9e822a2f61.svg)

### 2. Daily meetings

Our initiative of holding daily scrum (stand-up) meetings failed as well. We received unsatisfying feedback literally from everyone. People complained about connection issues, unclear accents, communicative skills, and sometimes even about feelings of being unrelated to the topics (read: they were bored).

It was obvious that our daily syncs were just a waste of time for 10 to 15 people and this is why they got canceled. We initiated meetings only for the Ukrainian development team instead. This turned out to be very productive for us.

To address the open question with the updates for the Quality Assurance team from India, we experimented with organizing meetings for the QA team, Team Lead, and Project Manager. After some time, we analyzed the effectiveness of such daily synchronizations and decided to hold them twice per week. 

This is how the daily syncs transformed into the QA/PM meetings held twice a week and weekly QA/TL meetings. PM kept the QA team informed on the priorities for the current week, feature delivery dates, and plans for the functionality changes. TL, in his turn, talked in-depth about tech details and project improvements. 

![Remote team management](https://wise-site.fra1.digitaloceanspaces.com/meeting_nobackground_5da6af6dc0.svg)

### 3. Slack channels

As the project started, there were two separate Slack channels: one for the development-related questions and one for QA issues. When a Project Manager joined the team, she was the only person following both channels and unintentionally became a single point of failure. 

Meanwhile, to clarify details, project members used direct messages that caused the lack of transparency. What’s interesting, we didn’t notice the problem until the new member who joined the team pointed it out to everyone.

Funny as it is, with the chats we did exactly the opposite of what we did with the meetings – we merged them. Now the QA team and developers discussed all the tasks-related questions in one Slack channel. This brought transparency and allowed the whole team to be on the same page.

![Communication in remote team management](https://wise-site.fra1.digitaloceanspaces.com/chat_nobackground_c3a1b973d6.svg)

### 4. QA planning

When developing new functionality, the chances are high that new features will affect the parts not directly related to the ongoing project. With the agile development flow and instant feature updates, we were always at risk of bugs appearing in the most unexpected places. To prevent such situations, the QA team conducted systematic regression testing. 

Having an intuitive QA flow was enough for quite a long time. However, as the project grew and more features appeared, the quality of regression testing decreased. So we started a regression test plan – a document with an extensive list and descriptions of what and how should be tested, including the responses received. So, the QA team started to mark the tested functionality in the document and comment on the task.

This way, when developing a new feature, we also started to add a new test case for regression. Even though creating such a document was rather time-consuming, after it was ready, the teamwork improved significantly. And again, a person who initiated the idea of the QA plan was a new developer who joined the team a short time before.

![Delivering features while working remotely](https://wise-site.fra1.digitaloceanspaces.com/test_cases_nobackground_7aa173240a.svg)

## Lessons learned

Today, you’re just as likely to work with someone from a different part of the world as you are with someone in a different part of your office. That is why understanding how to manage remote teams is this vital. Our Project Managers have vast experience in setting up processes for teams scattered across countries and continents, and this story is just the tip of the iceberg of all the things we’ve tried.

What is the key takeaway here? The truth is, there is no magic one-fits-everyone approach. Sometimes even the most popular practices don't benefit your team. So, start small and analyze the effectiveness of every step you implement. Adopt methods one by one, see how they impact your team, and customize them to your needs.

Here are also some handy remote team management tips for the start. 

- **Be attentive to feedback.** This is not necessarily should be an official form or meetings. People tend to talk about things that look wrong even if they are not asked. Your task is to gather this feedback and use it wisely.
- **Ask newcomers.** If the processes are arranged in the same way for months or years, you and your team do not notice things that can be optimized. This is when the newcomers’ option becomes precious.
- **Encourage everyone’s initiative.** Even if you’re a very experienced manager, sometimes your team knows better. Let them implement ideas. This will help them work better together and will lift the team’s spirit.
- **Ask questions.** Even if everything works well, always leave some room for doubts. There are always things you can improve. If there are a lot of problems, when looking for the weak points, try to collect as many opinions as you can.
- **Do not stick to one methodology.** Rules and guidelines are important. Especially when you only start. Though as you move forward, if the approach is ineffective, don’t stick to it. Adopt other practices, miх approaches, let them evolve, and select what works best for your team.
- **Be aware that routine affects culture, and vice versa.** Though it may look like they are not connected, very often the best traditions, as well as the worst, grow out from the daily routine.








Sharing our experience of how to manage a team when requirements and prioritization for the project change almost every day.

How to Manage Remote Team in Dynamic Environment | Case Study

Check out how to manage a remote team when requirements and prioritization for the project change instantly.

How to manage remote team in increasingly dynamic environments

communication_model_main.svg

At Wise, we believe effective communication is the key factor that influences the outcome of any project. Be it collaboration with a client, teamwork on the in-house startup, or the company’s employer brand initiatives. Yet, usually effective communication is hard to measure and even harder to establish.

In this post, we’re reflecting on how communication has transformed in the outsourcing sphere over the last few years. We’ve been developing our clients’ [custom software](https://wise-engineering.com/case-studies/) and launching in-house products for over a decade now and observe some distinct transformations. Let’s discuss communication models in today’s software development outsourcing as well as reasons that forced the changes.

## Client-manager communication model

Usually, when browsing for an article on communication challenges while outsourcing you’ll read about time differences, cultural peculiarities, and poor language knowledge. These factors are, undoubtedly, important, yet, if you collaborate with an experienced and professional outsourcing team, rarely impact the project outcome that much. What then makes some of the projects succeed and others strive for existence? 

Over the last decade, the approaches to building and launching tech startups have evolved significantly. We no longer launch ideally implemented, bug-free products, plan all the functionality we’ll launch 3 years in advance. Instead, we test hypotheses right from the start, showcase clickable prototypes, get users’ feedback, and proceed with those products or features that get the highest evaluation. 

At the same time, the communication approaches in custom software development companies often remained the same as if we were still working in the fixed-projects-only reality. Historically, the outsourcing partner was hired for a set scope of work that had to be delivered in a specific time frame. The managers on the client's side used to communicate with a project or account manager from the outsourcing company who kept them up-to-date on the progress. We call it the client-manager communication model.

![Client-manager communication model](https://wise-site.fra1.digitaloceanspaces.com/communication_model_client_manager_e916e8da6f.svg)

## Client-team approach to software outsourcing

With new approaches to product launch, flexibility became the key success factor for most startups. By flexibility, we mean the ability to pivot the project on the go, adjust functionality based on the client’s expectations and feedback. For this, the old approaches to communication between the client and outsourcing team simply don’t work.

That’s why it is vital for the startups who [outsource MVP development](https://wise-engineering.com/expertise/mvp-development/) to be able to communicate with each member of the remote team individually. Because when an unexpected problem arises, people who are the closest to it can get the best solutions faster. That is what the client-manger model lacks – the ability to talk to the right specialist, the minute you need it. 

At Wise, we understood the problem of the communications via the manager long ago and rarely used it within our project. Today, what we advise our clients is to use client-team communication right from the start, no matter if it is a new product that we launch or scaling existing one with the new functionality. It does not mean the team operates without a project manager on our side (though sometimes it does), but that together with the PM the client can talk to the whole team or each specialist directly.

![Client-team communication model](https://wise-site.fra1.digitaloceanspaces.com/communication_model_client_team_cc0172362f.svg)

## Two models compared

The infographic below illustrates how the business logic behind the startup development has changed. The key difference lies in the project planning and scope. You no longer need to know how to fully realize the functionality you have in mind, or have the comprehensive list of features you need to implement. Instead, you can communicate your business goals and key problems your product addresses, and together with your outsourcing partner decide on the best solutions to make those goals achievable. One condition only – to be able to create a product you’ve envisioned, engineers need to discuss it with you directly.

![Two models compared](https://wise-site.fra1.digitaloceanspaces.com/communication_outdated_business_logic_ef347cf5e1.svg)

## Self-organized teams in outsourcing

Another phenomenon that was aroused by the change of the business development approaches, is the new paradigm for the outsourcing team organization and the rise of self-organized teams in the sphere. 

Usually, when this topic is discussed it is spoken of in the context of in-house teams. Though the covid pandemic has indisputably accelerated the remote-work trend and the way teams collaborate has been changed fundamentally. Self-organization became an even more critical aspect for all teams seeking efficiency. No matter if they work in-house or are part of the outsourcing project.

**What is a self-organized team?** It is a team whose members have the freedom to make decisions within their domain of expertise and not wait for their manager to assign tasks. A self-organized team has a clear vision or a product broader picture and does not expect detailed task descriptions in Jira. They communicate directly with the product creator and stakeholders and suggest solutions to the problem the management faces or users report. 

Simply put, this is a team that has the competence to accomplish the work without depending on people outside the team. Let’s discuss why this type of teamwork is beneficial both for the engineers and the business owners.

### From developers’ perspective

- In self-organized teams, people are mission-driven and understand the value of the product they build, as well as their own impact on its development. This also increases their level of involvement and promotes the ownership attitude.
- Engineers in self-organized teams tend to stay in the project longer as the process is dynamic and never becomes monotonous.
- When engineers take the responsibility for the decision they make, they are more eager to go the extra mile for their end-users. This helps them grow business thinking and changes the overall approach to product engineering. 
- Because each team member is involved in communication, the chances of spotting any miscommunication at the early stages are much higher. And it is always better to correct the concept of the feature implementation than to change the logic behind it entirely after it is almost ready.

### From the business owner’s perspective

- Working with a self-organized team you can finally minimize multi-tasking and micromanagement that eats up an enormous amount of time.
- With tech experts who handle the tech part, you can focus on the product strategy, hypothesis testing, and product growth that really deserve your rapt attention.
- To function effectively, self-organized teams should consist of experts in specific spheres. This also ensures all the tech-related decisions are made by people equipped with the best possible knowledge.
- With the clear communication loop established, all the people involved can take initiative and act faster. This helps to achieve frequent product delivery and fast product iterations.

## Wise approach to communication

Clearly, not every outsourcing team is ready to work within the self-organization paradigm, and the formation of such a team does not happen overnight. At Wise, we’ve been launching products for our clients for more than 15 years and noticed that to be able to effectively self-organize, a team should be working together for a significant amount of time. In our case, 60% of our teams work together for 3+ years and that’s the minimum time that is required. We also have teams that work together 5+ and 10+ years, and their achievements in self-organization are much more impressive.

Our project managers shared these handy tips on how to collaborate effectively with a self-organized team:

- **Minimize top-down management of tasks and activities.** Instead, you can build your cooperation model on partnership and strategic collaboration. For this, find a team that would consider your success their own achievement.
- **Do not confuse brief communication with clear communication.** Sometimes meetings last longer than usual. Sometimes an extra meeting is needed. The same as you now stay flexible with the project scope, adjust the communication schedule on the go. Our engineers usually request additional meetings if there are important topics to discuss.
- **Do systematic health checks to see if everyone from the team knows what to do and what is expected of them.** We usually do it with the *Roles & Responsibilities* exercise when each team member writes down what he/she expects of the teammates and sees what is expected of him/her. The points that do not coincide gets discussed.
- **Keep people in your outsourcing team informed.** The more the experts you’ve hired are up-to-date with the overall project situation, the more context they receive, the better solutions you’ll get on the outcome.
- **Clarity is the magic pill for effective communication.** Before you start moving forward with your outsourcing team, specify how you see the product development in the long perspective, how you measure success, what traction you expect, and what hypotheses you are trying to test. 

## Key takeaways

Software development outsourcing is a strategic initiative that allows startup companies to launch their product MVPs to market faster and validate ideas that will receive further investments. To succeed with the project you outsource, look for a custom software development company that’s open for dialogue, and would care about your product mission.

At Wise, we bring together engineers with deep expertise in [custom software development](https://wise-engineering.com/expertise/) and work in self-organizing teams. We’d be happy to discuss your business ideas and see how we can bring them in front of your end-users as fast as possible.

In this blog, we discuss communication models in today’s software development outsourcing as well as reasons that forced the changes.

New communication model in software development outsourcing

Learn how communication with the remote team has transformed and how it affects the outsourcing sphere.

Wise Engineering Blog

Scoping out the work for the MVP development process

Values-driven company: A conversation with Wise Engineering CEO

Corporate traditions WE cherish today more than ever

From idea to MVP for mobile app

Tech choices in startup MVP development

How to develop a true MVP mindset

How to manage remote team in increasingly dynamic environments

New communication model in software development outsourcing

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development insights from
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Wise Engineering Blog

Scoping out the work for the MVP development process

Values-driven company: A conversation with Wise Engineering CEO

Corporate traditions WE cherish today more than ever

From idea to MVP for mobile app

Tech choices in startup MVP development

How to develop a true MVP mindset

How to manage remote team in increasingly dynamic environments

New communication model in software development outsourcing

Get more product development insights from our experts

Get more product
development insights from
our experts