Approach and Methodologies

At Webdelo, we design development processes as a managed system where every stage — from task definition to releasing changes into production — is tied to a clear business outcome. This approach makes timelines predictable and enables informed risk decisions. It also ensures clarity about what is delivered, when it is delivered, and why it matters at each stage of the product lifecycle.

In our work, Agile functions as an operating system for managing change and uncertainty. It defines how requirements, priorities, and risks are handled. Scrum and Kanban are used as workflow management tools — either for structured, step-by-step product development or for continuous operational work. DevOps provides a controlled path for changes from code to the production environment through automation, monitoring, and well-defined infrastructure practices. The team format — Dedicated Team, POD model, or Staff Augmentation — is selected based on business goals, product scale, and the acceptable level of uncertainty in the project.

At Webdelo, Agile is used as an operating system for development — it structures how teams work with requirements, priorities, and uncertainty, and defines how change is introduced without losing control over timelines and quality.

What Agile means in Webdelo practice

Agile is a management approach that enables teams to adapt to change and evolve products based on real feedback. We apply Agile as a core working model that spans the entire project lifecycle — from requirements analysis to ongoing support and improvement.

How Agile manifests in Webdelo projects

• Short working cycles — regular release of measurable results without waiting for a final launch
• Continuous business feedback — validation of hypotheses and direction adjustments based on actual usage
• Adaptive planning — reprioritization based on new data while maintaining a stable execution rhythm

Agile allows us to keep timelines predictable, maintain focus on outcomes, and preserve the practical usefulness of the product as it evolves.

Choosing the right workflow management approach requires understanding both the nature of the work and the business context. Scrum and Kanban are not methodologies to follow blindly, but tools that help structure work under different conditions:

• We choose Scrum when product development is sequential, goals are clearly defined for each planning period, and a predictable rhythm of complete working releases is required.
• We choose Kanban when work arrives continuously, priorities change frequently, and tight control over workload and response time is critical.
• We use a hybrid approach when strategic product development (Scrum) must coexist with operational support or a continuous stream of incremental improvements (Kanban).

Scrum for step-by-step product development with a predictable rhythm

We use Scrum in projects with clear product goals and a structured development pattern. Each cycle delivers a complete working version of the product, allowing teams to test assumptions, gather feedback, and adjust direction without losing momentum.

Scrum is suitable for scenarios where the following are important:

• Sequential product development — functionality grows through agreed stages
• Synchronization of multiple teams — a shared rhythm simplifies coordination and dependencies
• Predictable progress tracking — clear checkpoints and evaluation criteria

Kanban for operational work and frequently changing priorities

We use Kanban for operational and flow-based work where rapid response to change is essential:

• Continuous task flow — work proceeds without fixed iterations
• Workload control — preventing team overload
• Bottleneck detection — focus on constraints slowing execution

Kanban enables our teams to:

• Visualize workflow — understand task status at any moment
• Limit work in progress (WIP) — increase overall system throughput
• Optimize bottlenecks — reduce response and execution time

Example: technical support, bug fixes, and small product improvements where priorities can change hour by hour.

Without DevOps, development and operations remain disconnected — a gap that turns releases into risk. Releases become infrequent and risky, deployments rely on manual steps, and each production change increases operational exposure. Issues are detected late, recovery takes longer, and teams spend time reacting to incidents instead of improving the product.

At Webdelo, DevOps is a shared way of working between development and operations. It establishes a controlled, repeatable path for changes from code to production, reducing uncertainty and making system behavior predictable.

Key elements of the DevOps process in Webdelo projects

• CI/CD pipelines — automated build, testing, and release processes that reduce manual errors
• Infrastructure as Code (IaC) — reproducible and scalable environments managed through versioned configurations
• Monitoring and logging — continuous visibility into system health, performance, and failures

Why DevOps is critical for stability and development speed?

A unified DevOps process allows our teams to:

• Release changes more frequently — shorter cycles between idea and working result
• Reduce operational errors — automation replaces manual, error-prone steps
• Recover faster from failures — controlled rollouts and clear rollback mechanisms

As a result, releases become routine and predictable, rather than high-risk events that disrupt business operations.

The choice of team model directly affects timelines, budget, and final quality. An unsuitable model increases coordination overhead, leads to context loss, and raises costs even when individual specialists are strong. For this reason, we select the collaboration model based on business objectives, product scale, and the level of uncertainty the project involves.

Dedicated Team for long-term product development

This model is appropriate when a product is built or evolved over a long time horizon and supports critical business processes.

In a Dedicated Team setup:

• Full product focus — the team works exclusively on one product and its goals
• Deep business context — domain knowledge and priorities accumulate over time
• Faster decision-making — fewer handoffs and reduced context switching

When we use: long-term product development with ongoing improvements and stable ownership.

POD model for scalable products and independent business domains

A POD is a small, autonomous team responsible for a clearly defined business domain.

Advantages of this model include:

• Focused execution within a domain — decisions are made inside the POD
• Reduced cross-team dependencies — fewer coordination delays and blockers
• End-to-end accountability — one team owns delivery from idea to release

When we use: large products structured around independent business areas.

Staff Augmentation to address expertise gaps

This model is suitable when an existing team needs additional expertise or capacity without changing its internal structure.

Webdelo specialists integrate into your workflows and tools while maintaining your established processes and rhythm.

When we use: short- or mid-term reinforcement of internal teams or access to specific skills.

Predictable timelines and controlled risk do not come from good intentions alone — they require clear rules, explicit processes, and concrete management mechanisms. To keep work under control, processes must rely on explicit, verifiable artifacts rather than informal agreements. These artifacts make progress visible, support fact-based decisions, and allow timely course correction.

Key management artifacts

• Product Backlog — a prioritized list of tasks directly linked to current business objectives
• Roadmap / delivery plan — clear visibility into stages, milestones, and expected outcomes over time
• Regular demos and status updates — demonstration of real progress instead of abstract percentages
• Risk Log — documented assumptions, constraints, and mitigation plans identified before they become issues

Transparent planning stages and progress tracking

We structure work through clearly defined tasks, priorities, and completion criteria. This allows teams and stakeholders to:

• Track real progress — based on measurable status, not subjective perception
• Plan resources and risks — using actual workload and dependency data
• Forecast release timelines — grounded in the current state of work

How risks are identified and managed early

Risk management starts early and goes beyond code or architecture. We explicitly surface and discuss:

• Technical assumptions — architectural and technology-related constraints
• Critical dependencies — internal and external factors that influence delivery
• Business limitations — organizational, budgetary, or product-level constraints

This approach prevents late-stage surprises and keeps expectations aligned throughout the project.

Fast access to business impact is critical in uncertain conditions, when companies need to validate assumptions quickly and see practical returns on investment as early as possible. Instead of waiting for full project completion, we focus on delivering tangible outcomes through early, working versions of the product.

Business scenario example: when launching an MVP for a B2B platform, the first working version included basic client onboarding and a key external system integration. This made it possible to run a pilot with real users within weeks, collect early feedback, and steer further development without spending budget on low-impact features.

We deliver results step by step through:

• Early working release — a usable product version that supports a real business scenario
• Regular functional updates — gradual expansion of capabilities based on priorities
• Outcome-driven evaluation — decisions guided by actual usage and measurable results

This approach reduces uncertainty and helps the product to start delivering business outcomes early in its lifecycle.

Product quality is built through deliberate management at every stage. We maintain visibility into the internal state of the system through regular architecture reviews and a dedicated backlog of technical improvements. This allows the product to evolve without accumulating hidden risks that later affect stability or delivery speed.

Quality is built into the development process at every stage:

Code quality and architectural control

• Code reviews as a standard practice — every change is reviewed before release to ensure consistency and reliability
• Shared development standards — predictable structure and readable code across the codebase
• Architectural consistency — alignment of new changes with the overall system design

Testing and error prevention at every stage

We apply a layered testing approach:

• Unit tests — validation of individual components in isolation
• Integration tests — verification of interactions between system parts
• Automated CI/CD testing — early detection of regressions before changes reach production

This approach significantly reduces the risk of defects and helps maintain system stability over time.

Effective collaboration depends on clear responsibility boundaries, so that decisions, ownership, and accountability are never ambiguous. Product direction and priorities are defined together with the client, while Webdelo is responsible for organizing the process, executing technical work, and maintaining quality. This distribution keeps strategic control with the business while removing the need for day-to-day operational management.

Team roles and areas of responsibility

Each project team covers the full development lifecycle and includes clearly defined roles:

• Project Manager (PM) — coordination, planning, and communication with the business side
• Tech Lead / CTO — architecture, technical strategy, and key engineering decisions
• Developers (Backend, Frontend) — implementation of product functionality
• QA — quality assurance and prevention of defects before release
• DevOps / Infrastructure Engineers — reliable and secure release of changes

With this structure, responsibilities are explicit, decision paths are clear, and the client always knows who owns each area.

After launch, a product enters an operation and growth phase where stability, predictability, and cost control become just as important as new feature development. Without a structured support process, even a technically sound product can become a source of operational risk and unplanned expenses.

We continue working with clients after launch by providing:

• Incident response — predefined communication channels, escalation rules, and response procedures
• SLA-based support levels — agreed response and recovery times aligned with business criticality
• Product evolution planning — structured prioritization of improvements and changes based on business needs

This approach ensures the product remains stable in day-to-day operation and continues to evolve in a controlled and predictable way, without unexpected disruptions or cost overruns.

Our approach reflects years of hands-on experience delivering complex projects. Across multiple projects, we consistently observe the same patterns that lead to stable and predictable outcomes:

• Predictable timelines — shared expectations and clear planning build trust between teams
• Regular release of changes — smaller, controlled updates reduce business and operational risks
• Transparent workflows — visibility into progress simplifies coordination and decision-making
• Adaptive execution — the ability to adjust direction helps stay aligned with market and business changes

These principles have been validated across dozens of projects where stability, delivery speed, and quality were critical to success.

The following terms are used with a focus on practical, project-oriented application.

• Agile — an approach to managing development focused on adaptability, feedback, and incremental progress.
• Scrum — a structured framework for incremental product development with a fixed planning and review rhythm.
• Kanban — a method for managing continuous work flow with limits on work in progress (WIP) and attention to bottlenecks.
• DevOps — a way of working that integrates development and operations to improve release reliability and system stability.
• CI/CD — automated pipelines for building, testing, and releasing software, reducing manual effort and release risk.
• Dedicated Team — a team assigned exclusively to one product, accumulating domain knowledge over time.
• POD model — an autonomous, cross-functional team responsible end-to-end for a specific business area.
• Staff Augmentation — a collaboration model in which external specialists reinforce an existing team without changing its structure.
• Time-to-Value — the period from project start to the moment when the product begins producing tangible business results.
• WIP (Work In Progress) — the amount of work being handled simultaneously, used to manage load and prevent bottlenecks.
• Definition of Done — agreed criteria that determine when a task is considered complete and ready for use.
• Lead Time — the time between starting work on a task and the moment its result becomes available to users or the business.
• Backlog — a prioritized list of tasks and requirements reflecting current product and business goals.
• SLA (Service Level Agreement) — a formal agreement defining response and recovery times for operational incidents.