From POC to Product: some pointers on how to proceed

Imagine juggling multiple software projects, each at a different stage of development. The challenges and requirements vary significantly from a proof-of-concept (POC) to a mature, feature-rich product. As a QA engineer, I’ve navigated this complex landscape, working with startups and software factories. I’ve learned that one key success factor lies in adapting your development processes to match the specific needs of each stage.

Working in the software industry as a QA Engineer, I’ve mostly been involved with startups. But instead of jumping from one startup to another, I’m with a software factory company that collaborates with several startups. This setup has given me a quick perspective on lots of projects. And here’s something I’ve learned: many of the headaches we encounter exist because we’re not adapting our processes to match the project’s stage. It’s not about changing business strategies—it’s about tweaking how we work.

Knowing when and how to adjust your development team’s process is crucial for any company, especially when juggling multiple projects throughout the year. It can get overlooked if this isn’t part of the team’s roadmap. Let’s break down what you need to do at each stage of development to stay on track.

POC Stage

Creating a Proof of Concept (POC) is pretty standard now. It’s all about quickly showing the potential of an idea, often in just a couple of weeks. That means there’s no time for detailed CI/CD setups or in-depth QA work, and that’s perfectly fine. You want something solid enough to catch investor interest without overdoing it.

Here’s what you need during this stage:

• Focus on quick updates. A complete Scrum process might slow you down. Instead, adopt enough structure to keep stakeholders in the loop.
• Use version control, but skip formal code reviews for now. If you get funding to build the real deal, this code might not even be around later.
• Deploy the application somewhere, but don’t prioritize full automation. Time and resources are limited.
• Keep security simple with things like URL restrictions instead of complete login setups.
• Instead of a formal QA process, keep a close feedback loop with clients. Regular walkthroughs can ensure you’re on the right path.

Minimum Viable Product Stage

So, you’ve got the funding—awesome! Now it’s time to build the Minimum Viable Product (MVP) and hit the market. Building an MVP can take 3 to 6 months, which isn’t a lot of time, especially if you’re starting out.

Here’s how to step up from the POC stage:

• You need a development process, so set up code reviews, use a methodology like SCRUM, and establish a task management system.
• Implement CI/CD to help with testing and managing your environment. While automated deployment is now essential, having on-demand spawning environments is still a “nice-to-have” feature. They can save you time, but be cautious; they might take a lot of effort to configure and fine-tune, which can delay your progress and stress the team.
• Address security based on your project’s needs. Outsourcing things like payment processing can be quicker and more efficient.
• Get a QA Engineer involved in developing and executing a quality assurance plan. Be careful with automated UI tests, they can be both helpful and a hassle if not managed properly.

Product Stage

Once the MVP is done, you’ll likely have more funding, and users will start interacting with your product. This stage is about building a complete product that evolves based on user feedback and industry changes.

This transition can be tough since the team might be used to the fast pace and structure of the MVP phase. Here are some pointers on how to proceed:

• Communicate to the team that a new approach is needed for this stage.
• Work with the team to outline tasks necessary for transition and include them in your planning.
• Automate as much of the development process as possible. Instead of letting the team guide the process, make the process guide the team.
• Aim to release updates more frequently, twice a week or even daily. It’ll help normalize the pace and prepare the team for regular updates.
• Consider using automated security tools if you have the budget; they can be helpful.
• Switching to Kanban might benefit your team by offering more flexibility if you release more often than bi-weekly sprints.

Conclusion

Creating a software product means adapting to the business’s needs—whether it’s demonstrating potential, entering the market quickly, or enhancing product reliability. Each goal requires a different approach. Our role is to work alongside the business to ensure we meet those needs, whether they come from customers, investors, or team members.

So, do you know which stage you’re at?