Insights and Technology

<h2>What is the framework of digital transformation?</h2> <p>A company embarking on a digital transformation project must above all define <strong>clear</strong> and <strong>specific</strong> objectives. It might scrutinize practices related to customer service experience, operational efficiency, organizational culture, staff expertise, and technology infrastructure in order to stay competitive, for example. Throughout the process, the company focuses on the <strong>long-term</strong> rather than the short-term outlook.</p> <p>During this journey, the company will identify:</p> <ul> <li>which processes could be improved,</li> <li>which outdated technologies need to be replaced,</li> <li>which data could help it become more effective,</li> <li>which skills it needs on its staff,</li> <li>which digital tools are likely to increase its performance.</li> </ul> <p>A dedicated team of experts can lead this digital shift, or barring that, an external partner can advise the company. Because this investment varies widely according to the size of the business and its industry, the digital transformation priorities are weighed against the budget allocated to the project. The expense doesn’t end with the purchase of the tech tools, but also includes its operation and upkeep. The company should set a timetable based on defined goals and available resources, and resist the temptation to run several projects concurrently.</p> <h3>What is driving digital transformation?</h3> <p>A company sets off on a digital transformation because, above all else, it wants to <strong>improve productivity</strong> and <strong>increase profits</strong>.</p> <p>Sometimes, it may also seek to retain talent on its workforce while attracting new skills, by offering its teams the tools and equipment to make their work simpler and to let them innovate.</p> <p>It may also want to enhance functional efficiency, especially if it operates in a very competitive market. To do so, it gathers data that shows which processes need burnishing, and which ones waste time and resources. This might reveal how it stacks up to its competitors.</p> <p>Or, the company may want to upgrade the quality of its products and services to more quickly meet even its most demanding clients’ needs, with a view to fostering loyalty. And sometimes, it has to communicate with clients instantly, for example when an update is released or when a product part has to be replaced.</p> <h3>The benefits and risks of a digital transformation for an organization</h3> <p>Digitizing a company means that it can <strong>automate its activities</strong> electronically, document them through data production, signal gaps and <strong>anticipate problems</strong>. As a result, it becomes more efficient and its production costs decrease.</p> <p>More concretely, a company embarking on a digital shift can aim to:</p> <ul> <li>streamline its processes;</li> <li>evaluate its staff performance;</li> <li>offer customized products and services;</li> <li>better support innovation;</li> <li>gain visibility;</li> <li>promote communication with its teams, partners and customer base;</li> <li>predict disruptions in its industry;</li> <li>keep up with the digital evolution.</li> </ul> <p>For example, a manufacturer could use technology to monitor its production line, systematically control the quality of its products and services, and improve it as needed. It could implement technological solutions (the <em>Internet of Things</em>) to inspect its equipment in real time and check for breakdowns or required maintenance. The collected data helps managers assess the company’s performance and make the required adjustments.</p> <p>Setting off on a digital transformation is not without risk. The company has to get everyone on board, then secure its infrastructure, and ensure compliance with legislation on the protection of personal data. We’ll get back to that.</p> <h2>The role of security in digital transformation</h2> <p><img title="Security in digital transformation" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707ed05814cd59dec87a4_security.webp" alt="Security in digital transformation" /></p> <h3>What are the risks related to digital transformation?</h3> <p>Digital tools have become so indispensable that any company that hesitates to digitize jeopardizes its relevance, and ultimately, its very existence. That said, it’s up to the company to make sure that staff understands and accepts the upcoming changes that a digital transformation brings, so that they embrace it. Otherwise, they will become demotivated and lose interest, compromising the chances of the project’s success.</p> <p>Carrying out such a project bears some risk. A company launching into this adventure can’t lose sight of its strategic objectives. By sticking to the set order of priorities, the project will meet the most critical of its goals without getting scattered.</p> <p>Another risk of digitizing is that companies expose themselves to <strong>threats of cyberattack</strong>, as hackers’ schemes evolve at the same speed as technology. On a different note, legislation specific to the protection of personal data is becoming more stringent. It’s important to closely follow new legislation.</p> <h3>Regulatory risks: taking into account data’s regulatory constraints</h3> <p>As the company works on its digital transformation, it has to stay current on the regulations and legislation that govern data protection, in Canada and internationally. These laws set out the parameters of personal data collection and, depending on the use the company wants to make of the information, the type of consent it has to obtain from data holders. Breaking the rules entails heavy fines.</p> <p>In Canada, the <em>Personal Information Protection and Electronic Documents Act</em> (<a href="https://www.priv.gc.ca/en/privacy-topics/privacy-laws-in-canada/the-personal-information-protection-and-electronic-documents-act-pipeda/">PIPEDA</a>) defines general rules for the collection, use and disclosure of personal information by private businesses under federal jurisdiction, and by most companies that are not under federal jurisdiction (with the exception of private companies in Quebec, Alberta and British Columbia). PIPEDA applies to personal customer data but also to the employees of affected businesses.</p> <p>Furthermore, elected officials in the House of Commons in Ottawa are studying <a href="https://parl.ca/DocumentViewer/en/43-2/bill/C-11/first-reading">Bill C-11</a><em>(An Act to enact the Consumer Privacy Protection Act and the Personal Information and Data Protection Tribunal Act and to make consequential and related amendments to other Acts)</em>. Once adopted, this law will impose new obligations on companies.</p> <p>In Quebec, companies are subject to a law similar to PIPEDA: the <em>Act respecting the protection of personal information in the private sector</em>. Companies in Alberta and British Columbia must comply with the provisions of the <em>Personal Information Protection Act</em> (PIPA). What’s more, Quebec is studying <a href="http://m.assnat.qc.ca/fr/travaux-parlementaires/projets-loi/projet-loi-64-42-1.html">Bill 64</a> (<em>An Act to modernize legislative provisions as regards the protection of personal information)</em>, which would detail the obligations of private organizations and public institutions.</p> <p>Federal and provincial laws state the “bare minimum” for companies doing business in Canada. However, most companies that sell products or services outside Canada should keep abreast of the regulatory frameworks abroad. For example, the European Union ratified the <em>General Data Protection Regulation</em> (<a href="https://gdpr-info.eu">GDPR</a>), which entered into force in 2018. The GDPR is strict on violations, with penalties that can amount to 4% of the company’s annual global revenue.</p> <p>In the United States, California ratified, also in 2018, the <em>California Consumer Protection Act</em>. Note also the <em>Freedom Act</em>, adopted in 2015, to which was added the <em>CLOUD Act</em><em>(Clarifying Lawful Overseas Use of Data Act)</em> in 2018. These laws differ from the European and Canadian laws in that they are primarily intended to enable US intelligence services to obtain information on private individuals for the purpose of national security and defense.</p> <h3>Security risks: securing data and tools</h3> <p>A company has to take all the necessary precautions to secure its data and infrastructure. The first priority is to examine the assets vital to sustaining activities, followed by an assessment of the company’s ability to manage the risks they entail. This methodology helps prioritize efforts.</p> <p>It must then review its procedures, set up new controls, and implement necessary updates and backups. Depending on its circumstances, it could acquire security tools and equipment such as firewalls, anti-virus software, spam filters, an administrator-privilege management system, or an information segmenting system.</p> <p>Training the staff in cybersecurity to adopt safer habits is a good practice, since that is often where the fault line shows up. Thereafter, the company needs to stay vigilant. A periodic analysis of cybersecurity measures can only help deter cyberattacks.</p> <h3>Risks associated with change management: the evolution of HR systems</h3> <p>Because businesses rely on their teams’ cooperation to get through the digital transformation, teams must be engaged from the start to get their commitment to the project. Setting up a committee that includes rank-and-file, team leaders, managers and executives keeps the lines of communication open during the project. Members discuss next steps, obstacles to overcome and solutions to mobilizing teams.</p> <p>Likewise, the company should keep all staff informed of the upcoming changes. Managers who know how to listen to employees who raise concerns can help them through their misgivings. Training sessions help teams become more comfortable with new tech tools, support their compliance with new procedures, and possibly even help them become more effective.</p> <h2>Who are the actors in a digital transition?</h2> <p><img title="Actors in a digital transition" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707f0086a552384a8f9e7_transition_actors.webp" alt="Actors in a digital transition" /></p> <h3>Digital transformation has implications for the entire company</h3> <p>Digital transformation extends beyond just an IT project: people are at the heart of it. A company embarking on an endeavor of this kind has to recognize that all its team members are affected by the changes that new technology and new work methodologies bring in their wake.</p> <p>New technology means that staff can work anywhere, anytime, ushering a culture of immediacy. It is incumbent on the company to put guidelines in place for a healthy work environment by defining the hours within which it is acceptable to communicate with other team members, for example.</p> <p>What’s more, digital transformation paves the way for innovation. First, the automation that comes with the technological shift exempts employees from some repetitive and time-consuming tasks. Then, teams use this time to come up with new project ideas and question existing procedures. This causes the skills required of staff to evolve, hence the need for ongoing training. Then, as new technology is adopted, the skills sought to fill vacant jobs also change.</p> <p>Along the same lines, the digital shift pushes the company to constantly adapt to its clients’ needs, to limit risk, or to keep up with technological trends. There again, the employees are on the front lines. They have the potential to take the company to new heights.</p> <h3>Digital transformation: the whole organization has to own it</h3> <p>Management sets in motion the vast project that is digital transformation, but all employees contribute to its realization to ensure its success. Communication is essential. Team members must be informed of the reasons behind the changes that are to come..</p> <p>Employees should be trained to identify risks and find solutions, to appropriate, master, and adapt the new tools so they can better manage data, be proactive when a problem arises, and possibly even increase their productivity. They should also be able to convey new ideas, to experiment, and to innovate in order to optimize business operations. The organizational culture should encourage such initiative… and should give people permission to make mistakes!</p> <p>Taking down silos creates a synergy between multidisciplinary teams and promotes the emergence of collaborative cells. Decision-making grows to include all the company’s activities as well as customer needs, an approach that relies on continuous process improvement.</p> <h3>Preparing the teams and planning a successful digital transformation</h3> <p>A digital shift should not be rushed. It challenges all business processes, which can cause anxiety and even fear among staff. Taking it step by step leads to better decision-making, avoids jarring the teams, and leads to the desired transformations in the end. Managers who are aware of this and available to listen to these concerns can better support their teams.</p> <p>To get through this, it helps to explain to employees the extent of the digital transformation and the reasons behind it. Staff will better understand its relevance and will be more inclined to get involved. Training sessions help staff keep their skills up-to-date, stay engaged and keep motivated to bring this to a successful conclusion.</p> <h3>Digital transformation is also a cultural transformation</h3> <p>With any digital transformation comes a change in the organizational culture as new ways of thinking and acting are adopted. A top-down style of decision-making, hallmark of a strict hierarchy, gives way to a corporate culture based on accountability, cooperation, continuous improvement, and innovation.</p> <p>Investing in collective intelligence to improve effectiveness has long been a good practice. A company engages teams in a sustained way when it empowers them, and they in turn become more motivated and show greater interest in the company’s performance.</p> <p>Ways to do this include professional development and initiatives that foster the emergence of creative ideas and collaboration between teams. This can take the form of a suggestion box, or assembling a team dedicated to innovation and to presenting the results of performance indicators. The birth of a workable idea should be celebrated, and the team rewarded for this key contribution. Job descriptions would then mention the need for initiative in the workplace.</p> <h3>A company changes when its leaders change</h3> <p>Sitting on the sidelines doesn’t get the project over the finish line. Managers participate in this big project as real agents of change. They might need to reconsider their approach, and base it on trust rather than on micromanagement. When they mobilize staff to try out new things, teams feel invested in the company and get in the habit of questioning the status quo.</p> <p>When a company digitizes, recruiting practices also change. Candidates that are open to new ideas and collaboration are more likely to quickly get up the learning curve. Properly supported, these recruits actively participate in an organizational culture of accountability, continuous improvement, and innovation.</p> <h2>Teleworking and digitization: results so far?</h2> <p><img title="Teleworking" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707f3bd0abd8d6ee0f5c3_teleworking.webp" alt="Teleworking" /></p> <p>Operational needs and industrial sector permitting, digitization has given teams the tools to work away from the office and become more autonomous. Their productivity has increased and, when they share a relationship of trust with management, they have suggested innovative ideas. Team cohesion fosters collaboration, which is key to digitization.</p> <p>For hackers, on the other hand, telecommuters are a prime gateway to get at a company’s infrastructure. It’s essential to not only deploy all necessary cybersecurity tools, but also to hold cybersecurity training and to regularly remind personnel of basic security guidelines.</p> <h3>Telecommuting: a way to accelerate digital transformation?</h3> <p>Teleworking accelerated the digital shift as it became clear that people could accomplish as much work, if not more, from home. No fewer than 90% of workers relegated to their homes during the COVID-19 pandemic state that they were “at least as productive” as in the office, according to a <a href="https://www150.statcan.gc.ca/n1/pub/45-28-0001/2021001/article/00012-eng.htm">Statistics Canada survey</a> in April 2021.</p> <p>74% of SME leaders are considering letting their staff continue to work remotely after the health pandemic, as indicated in a winter 2021 <a href="https://www.newswire.ca/news-releases/remote-work-is-here-to-stay-bdc-study-862777721.html">study by Business Development Bank of Canada</a> that surveyed 700 Canadian companies. When planning their digital shift, companies should keep in mind that businesses are now revisiting the need to lease or buy space, and opting to just set up unassigned workstations in their remaining offices.</p> <h3>Structural and organizational challenges of teleworking</h3> <p>Digitization lets staff get its work done whether they are in the office, at home, in a café or even on a client’s premises, full time or part time. Team leaders might think about modifying their management style, for example managing by results, in addition to doing regular check-ins through individual discussions and department meetings.</p> <p>Procedures and devices keep data secure, while policies create a better work/life balance by establishing a time window when team members should keep an eye on their inbox, and by letting them specify which communication methods they prefer or when they are not reachable.</p> <p>For a smooth telework experience, the company has to make the appropriate tools and equipment available to its team members (computer, headset, mouse, etc), in addition to setting up the necessary infrastructure (cloud computing, remote access network, communication and collaborative work platform, etc).</p> <h2>Putting digital transformation into practice</h2> <h3>Is your team ready to innovate?</h3> <p>Staff called upon to innovate has to be highly motivated, enthusiastic about the project, empowered to take risks and, consequently, to make mistakes. As a conversation develops between staff and managers, staff feels valued enough to share their ideas and question the status quo. Managers must be open to these new suggestions and be frank about their potential. A relationship of trust between managers and staff benefits everyone, while micromanagement tactics just slow everyone down.</p> <p>A company that wants to make room for innovation begins with incremental steps so that staff notices the developing climate of openness. To foster innovation, the company can give staff the time and opportunity to learn about the latest technology trends, or it can institute a mentoring program. A company-wide brainstorming session can bear fruit, and job descriptions could mention the need to be innovative.</p> <h3>Improving customer experience</h3> <p>A priority of digital transformation is improving customer experience throughout their journey. This encompasses brand exposure, the quality of the products or services, their usefulness and post-purchase customer service.</p> <p>By going digital, a company becomes able to:</p> <ul> <li>measure traffic on its digital platforms;</li> <li>gauge the effectiveness of its digital marketing campaigns;</li> <li>identify the most popular products and services;</li> <li>determine the buy and drop rates of online shopping carts;</li> <li>evaluate customer loyalty;</li> <li>assess satisfaction levels;</li> <li>calculate the average time to solve customer-service issues.</li> </ul> <p>With such data on hand, the company can adapt its business processes to be more customer centric, find areas for improvement and implement new ideas.</p> <h3>Optimizing processes</h3> <p>Digital transformation optimizes business processes. Digital tools have the advantage of being able to detect quality issues and wastes of time and resources. Not all operations need to be rewritten, but the ones with loopholes can finally be addressed. Problem processes are eliminated if they are unnecessary, automated if they are merely repetitive, or enhanced and adapted to new technology. Processes that show promise from the start can simply be digitized.</p> <p>Throughout a process review, indicators are used to continuously evaluate performance across the company. Introducing new tools and breaking down silos presents a chance to clarify and modify the responsibilities of all staff roles and promote teamwork.</p> <h3>Digitizing outputs</h3> <p>As the name suggests, digital transformation means moving from analog to digital. If the required expertise is not available in-house, the services of a specialized firm can be retained to help with the transition.</p> <p>Tech tools and online storage reduce the reliance on paper files. Depending on needs and resources, content to be digitized gets first consideration (invoices, forms, reference documents, archives, etc), and can be automatically transferred to the desired format (PDF, Word, Excel, JPEG, etc). This requires digital storage space and a document management system. Cloud solutions are popular as they give staff access to documents anytime, anywhere, in addition to running updates in real time. Departments can designate some files as restricted-access.</p> <p>In the next stage, procedures and processes are evaluated for digitization. Mapping them reveals which could be improved or eliminated. In the final stage, new tools take care of resupplying, production tracking, accounts receivable, etc. Digitization can also imply automation or robotization, such as immediately issuing an invoice when a client places an order.</p> <h3>The use of big data in digital transformation</h3> <p>Digitization generates a large volume of data which paints a picture of the company, forecasts the possible course of events, and guides decision-making. A company can seek to leverage big data by considering its volume, variety, accuracy, value and speed at which it is generated. Tools are available to store, extract, process, analyze and compare all this information.</p> <p>To make sense of all this, new roles are defined: data manager, data scientist, or data analysis coordinator. A data management policy governs the creation, treatment, use, transmission and lifespan of the data, which a data expert oversees. This prevents conflicts and ethical issues.</p> <p>The key point to remember is that data should support business processes, and not the other way around.</p> <h2>Measuring digital transformation</h2> <p><img title="Measuring digital transformation" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707f6686b311d13f47cf2_measuring.webp" alt="Measuring digital transformation" /></p> <h3>How do you measure the effectiveness of your digitization project?</h3> <p>This large project doesn’t merely consist in acquiring new technology, but in fundamentally transforming company processes. Certain performance indicators help assess the extent of the digitization project’s success. They apply to all departments, given the disruption that they all went through.</p> <p>The strategic objectives that were initially established must be top of mind. Companies can correct their course by making small adjustments, by changing their direction entirely, or by reallocating its budget. Another option: staying the course.</p> <h3>Which indicators are tracked during digital transformation</h3> <p>A subset of performance indicators evaluates the success of a digital transformation. It depends on the industry and the strategic objectives, and can vary from one company to another, and from one project to another. Above all, these indicators must be specific, inclusive, measurable, and backed by reliable data.</p> <p>The following are some of the relevant performance indicators:</p> <p><strong>Employee engagement</strong></p> <ul> <li>New tool adoption rate,</li> <li>Number of tech support requests,</li> <li>Satisfaction rate,</li> <li>Number of complaints,</li> <li>Level of collaboration,</li> <li>Productivity.</li> </ul> <p><strong>Impact on business activities</strong></p> <ul> <li>Traffic on social media platforms,</li> <li>Conversion rate,</li> <li>Number of sales,</li> <li>Average shopping-cart dollar value,</li> <li>Profit increase attributable to digital activities,</li> <li>Number of customer complaints,</li> <li>Digital marketing campaign results.</li> </ul> <p><strong>Impact on operations</strong></p> <ul> <li>Time elapsed between submitting an order and providing the service,</li> <li>Total hours worked,</li> <li>Production costs,</li> <li>Number of issues that came up in the production chain,</li> <li>Percentage of activities carried out digitally.</li> </ul> <p> </p> <h3>Return on invested capital</h3> <p><img title="Return on invested capital" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707f927510e29db89d676_roi.webp" alt="Return on invested capital" /></p> <p>Laying out clear and specific objectives at the beginning of the digital transformation is crucial for measuring the ROI. Without this, the contribution that the new technology makes to the initiative is hard to evaluate.</p> <p>Depending on the objectives defined in the preparatory stage, the company may track the following:</p> <ul> <li>Increase in revenue;</li> <li>Decrease in operating cost;</li> <li>Job elimination;</li> <li>Reduction in the number of errors or issues in the production line.</li> </ul> <p>Qualitative data such as this also comes into play:</p> <ul> <li>New skills learned;</li> <li>New expertise acquired;</li> <li>Customer and employee satisfaction;</li> <li>Staff retention rate.</li> </ul> <p>Calculating the return of invested capital takes place over the long run, after the company has had a chance to build up its data, to analyze it and to assess the extent to which its investments have been profitable.</p> <h2>Digital transformation: three case studies</h2> <h3>Fabrique Arhoma</h3> <p>Based in Montreal, <a href="https://www.spiria.com/en/our-work/arhoma/">Fabrique Arhoma</a> supplies bread and pastries to restaurants, hotels, caterers and shops on a daily basis. It wanted to move away from printed forms in favor of an app that would closely track orders and reduce the number of errors. Unfortunately, no existing digital tool met its needs.</p> <p>After an analysis of its internal processes, Spiria came up with a custom application for the bakery that records orders in addition to managing production, billing and delivery.</p> <p>This new tool is so efficient and user-friendly that the training time for new users has gone down by 60%. Customer service has 30% more available time to take phone orders, and the number of errors when taking orders has decreased. Finally, La Fabrique Arhoma is now better able to accurately calculate the amount of dough that it needs to produce each day, thus reducing its costs.</p> <h3>Evenko</h3> <p>The shows and large events produced by <a href="https://www.spiria.com/en/our-work/evenko/">Evenko</a> in Canada and in the eastern United States generate large quantities of data, but various outdated systems handled it inefficiently. The producer wanted to group all its data on one common, collaborative management platform to improve its operations.</p> <p>Entrusted with supporting Evenko, Spiria created the Nucleus web application with the help of Microsoft’s .Net framework. This app was ergonomically conceived to enhance the production teams’ operational efficiency. Nucleus drafts and edits contractual agreements, in addition to providing access to past agreements.</p> <p>Evenko can add users, new functions and procedures, as needed. With this new tool, executives base their decisions on the full picture of business data and plan live performances even more tightly.</p> <h3>ALLPharma</h3> <p><a href="https://www.spiria.com/en/our-work/allpharma/">Pharmacie Luong et Leclerc</a> wanted to offer its Montreal customers digital options to order medication online by taking a photo of their prescription, and to web-conference with their pharmacist. After a review of all available technological tools, it called on Spiria to commission a mobile app.</p> <p>Spiria experts first analysed pharmacists’ needs and drew a list of required features, given available resources. The simple and accessible ALLPharma tool was created to overcome health professionals’ and patients’ reluctance. The former can manage orders online, while the latter have access to a user-friendly mobile app to order their medications and ask questions.</p> <p>This digital transformation was a success. Originally conceived for Apple iOS, the app was adapted to Android devices. The pharmacy was able to differentiate itself from its competitors and improve its customer satisfaction rate.</p> <h2>Ready to take the leap?</h2> <p><img title="Spiria" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707fca0ed67c8acd1b213_conclusion.webp" alt="Spiria" /></p> <p>A digital shift entails monumental changes. Both management and personnel are called on to think and react in new ways, with a focus on continuous improvement and innovation. The entire company culture has to evolve.</p> <p>Digital transformation is one of the important milestones in the life of an organization. As we’ve seen, to be successful, it has to be meticulously planned. This means establishing clear and specific objectives from the start. Staff are involved in discussions early on to obtain their buy-in. Cybersecurity gets extra attention to safeguard the organization’s assets.</p> <p>This type of project requires a customized approach. The experts at Spiria have the necessary <a href="https://www.spiria.com/en/services/growth-driven-strategy/digital-transformation/">competences</a> to guide organizations in this gripping adventure. They advise companies and develop tailor-made applications to improve processes and secure their growth.</p> <p>After all, nothing less than the company’s very sustainability is at stake.</p>

<h2>What exactly is a web application?</h2> <p>Web applications are most often client-server-type applications whose user interface and interaction rely on web technology, making them accessible through a standard web browser (Google Chrome, Firefox, Microsoft Edge, Opera, Vivaldi, etc.) Some of the better-known web applications are the Google Workspace and Microsoft 365 application suites. </p> <p>Web applications are different from traditional websites in that they are more interactive and allow users to manipulate data and accomplish tasks that can be very complex. In terms of functionality, they are often similar to traditional applications, while often differing in appearance, user experience and sometimes ease of use. If you’ve had a chance to use both Microsoft Office’s desktop application and its web application version, Office 365, you’ll know what we mean.</p> <p>The user interface of a web application can also be encapsulated in a web viewing application, which allows to build both mobile applications (thanks to UIWebView on iOS and WebView on Android) and desktop applications (by using the Electron framework for example, which includes the Chromium web rendering engine). Web viewing applications are in fact pared-down web browsers with no browsing interface, that only provide access to a single online application. Popular applications like WhatsApp, Twitch, Microsoft Teams and Slack are based on this technology. </p> <p>Web applications provide many advantages:</p> <ul> <li>The client-side execution, performed in a web browser, requires no complex installation for users. As far as the user is concerned, they are plug-and-play.</li> <li>They dispense users from performing updates, since they are always up-to-date by definition.</li> <li>They don’t require much client-side horsepower (disk space, computing power).</li> <li>By their very nature, they run on all desktop platforms (Windows, Mac, Linux), as do web applications that are optimized for mobile devices (iOS and Android).</li> <li>Any such application, as well as connected data, can easily be accessed from several different devices, for example work and personal computers, which can be useful for teleworking.</li> <li>Data stored remotely facilitates collaboration (for example, several users can work on and modify the same document simultaneously).</li> <li>And the list goes on.</li> </ul> <h2>What are the various types of web applications?</h2> <h3>Static web applications</h3> <p>Instead of fetching content through server-side processes and then sending this content to users, static web applications rely entirely on the client’s web browser to manage their interaction with layout and content. In other words, static web applications don’t rely on a server to provide dynamic content, using instead a standard web server to deliver static files. As it relies entirely on web technologies, it is made up of files in HTML, CSS or JavaScript, as well as images (GIF, JPEG, SVG). Graphics manipulation (HTML+CSS) is handled within the web browser, through JavaScript. </p> <p>One of the advantages of static web applications is their frugal use of server-side resources, since they’re just files stored on a plain old web server (HTTP) and sent “as is” to end-users. No need to manage an infrastructure robust enough to ramp-up to handle multiple active processes as the number of users increases. Also, you can produce applications that can function off-line. That being said, their field of application is quite limited.</p> <h3>Dynamic web applications</h3> <p>Dynamic web applications rely on a web server to serve files to the web browser client (Apache, Nginx, Lighttpd, etc.) and on an application server to produce the content requested by the client. Application server technologies can come in several different programming languages, as we’ll see later.</p> <p>The downside to these dynamic applications is that they need a permanent connection to the server executing the application instance. Plus, said connection must have the bandwidth to support complex applications; otherwise, users experience slow, error-plagued service. And when the Internet connection fails, so does the application. Finally, the more users there are, the more robust the server-side infrastructure should be, to support peak usage.</p> <h3>Hybrid web applications</h3> <p>We’re just touching on these for the sake of theoretical thoroughness, and because you will come across this terminology. “Hybrid” applications execute some of their functions locally, within the web browser, on JavaScript, and the balance of their functions on a remote server. In other words, they’re both static and dynamic. In practice, most dynamic web applications are actually hybrid, insofar as they call on locally-executed JavaScript scripts, if only to inject content in the client’s HTML using Ajax, a technique based on JavaScript.</p> <h3>Progressive Web Applications</h3> <p>Progressive web applications (PWAs) are a method of developing web applications specifically for mobile phones that prioritizes quality of user experience, regardless of the device used or the quality of the Internet connection. It’s an unofficial standard supported by Google, specifically for its Android platform. You can assess the level of compliance of an application to the PWA “standard”. Practically speaking, it’s a static web application (see above).</p> <h2>Some examples of web applications</h2> <p><img title="web applications" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847066ca0418b84dddb19a5_mobile_app_spiria.webp" alt="web applications" /></p> <p>Web applications rule the Internet. All transactional sites are in fact web applications. They are increasingly common as “software as a service”, or SaaS. These applications, available for free or by subscription, are accessible through a web browser and can be almost as sophisticated as native desktop applications. The Office 365 suite is an example of such a SaaS; more recently, Adobe launched a very decent web application version of its flagship software, Photoshop. It goes to show how versatile and powerful web applications can be.</p> <p>Web applications can also be so discreet that most users don’t even know they’re using one. This is the case with encapsulated web applications, which look just like a standard desktop application and don’t need a web browser. These applications are developed using frameworks, like Electron, which combine the Chromium rendering engine (the graphics engine underpinning the Chrome web browser) and the runtime Node.js.</p> <h3>On-line commerce platforms</h3> <p>Online commerce sites are in fact web applications that can handle many different tasks, from order processing to inventory management. Large businesses, like Amazon, develop their own applications to meet their specific needs. Small and medium-sized businesses, on the other hand, tend to use SaaS solutions, like Shopify. This kind of platform provides all the tools needed to create and launch electronic commerce sites, including product and supply chain management, and payment systems.</p> <h3>Customer relationship management solutions</h3> <p>Customer relationship management (or CRM) software is a tool designed to help companies offer their clients a unique experience and maintain their relations with them in order to develop sales. CRMs provide a complete picture of every interaction with every customer and offer sophisticated sales tracking tools. CRMs support collaborative work among different teams, like Sales and Marketing, for example. Some examples of popular customer relationship management solutions are the Salesforce and HubSpot platforms.</p> <h3>Enterprise Resource Planning software</h3> <p>Enterprise Resource Planning (or ERP) software is the backbone of many companies; it centralizes several essential functions, like human resources management, accounting, finances, decision-making support, etc. This crucial software is increasingly being offered as a SaaS, i.e. as a subscription-based web application. Some of these online solutions include Microsoft Dynamics 365, Oracle NetSuite ERP, Sage X3 ERP, SAP Business ByDesign, Plex Manufacturing Cloud, and others.</p> <h3>Content Management Systems (CMS)</h3> <p>There are two ways of managing online content, in other words, of building a website. The first one is to install an application, for example Drupal or ProcessWire, on a server. The second one, which is simpler, is to use a SaaS platform where everything is pre-installed, for example Wordpress.com, Squarespace or Wix. In either case, you’re dealing with “back office” web applications, i.e. interfaces that allow you to manage your content.</p> <h2>Web application development process</h2> <p>As for any application, the process of developing a web application must go through several indispensable stages to succeed:</p> <p><img title="Process" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847067205814cd59dec0167_process.webp" alt="Process" /></p> <h3>1. Planning</h3> <p>Planning is fundamental to web app development, and is based on exploratory meetings and analysis with the multidisciplinary team in charge of development. At the planning phase, you put in place all your risk abatement measures to start off on the right foot. Do not rush it or worse, dodge it, as your planning is a good predictor of your project’s success or failure. At this stage, you define the concept, set the basic outline of the product, identify the target market and assess the relevance of each one of your projected features.</p> <h3>2. Requirements</h3> <p>This step takes up the work you did in the planning stage while adding a new layer of detail. You seek to comprehensively and accurately capture the needs and objectives of the web application. You’ll end up with a complete list of the application features that each team will prioritize (in “sprints”) for design and development purposes. The completion of this stage should yield all the information you need to assess the cost of your project.</p> <h3>3. Design and prototyping</h3> <p>Once you’ve defined your requirements, the architecture of the application is sketched out in this phase. It can take one of several forms. For example, it can describe the technological architecture (hardware and software), or the interfaces exposed to different services or data sources.</p> <p>At this stage, an analysis of the User Experience (UX) helps build a functional mock-up (wireframe) to validate the visuals (User Interface), the usability and the efficiency of browsing within the application. The goal of UX/UI for a web application is to provide excellent user experiences through interfaces that are interactive, intuitive, fluid, efficient and user-friendly. The success of a web application rides on the quality of its design, which will dictate whether users adopt and use all of its features.</p> <p>Different proofs of concept can give rise to different functional prototypes. These proofs of concept are validated and tested on the front-rnd with representative users of the target market, before launching into the next step. Spiria provides a service called “<a href="https://www.spiria.com/en/services/growth-driven-strategy/discovery-process/">Discovery Process</a>”, which includes and covers these first three phases. The goal is to plan out any future software product and to provide you with functional prototypes and a clear, comprehensive roadmap.</p> <h3>4. Software Development</h3> <p>As its name indicates, this is the stage when developers write the actual code for the application (front-end and back-end) and connect the interfaces to achieve the defined objectives. Depending on the server-side platform and the type of web application, developers will use various programming languages and software tools. All this is explained in detail in the “<a href="#h2_04">Technology Stacks</a>” section below</p> <p>As we work with the <a href="https://scrumguides.org">Agile-Scrum methodology</a>, this is an iterative process. This means that the client can monitor, test and approve the features as they get coded, and that an operational solution can be delivered progressively, according to the needs prioritized by development cycles (the “sprints”).</p> <h3>5. Testing and quality assurance</h3> <p>Throughout the development phase, various tests put the web application through its paces with a view to validating its behaviour, security, performance and operation in different client-side environments (real or virtual). Several aspects of the program get validated: do the interfaces display correctly on all screens, regardless of their format and orientation (in the case of mobile), and are they reactive enough? Does the application use up too much battery power? Does it properly manage network bandwidth when trying to connect? Are the details of user accounts stored safely? And so on.</p> <p>The teams execute test plans and the results are parsed. During this <a href="https://www.spiria.com/en/services/purpose-built-development/quality-assurance-test-automation/">quality assurance</a> (QA) work, a continuous feedback loop between quality analysts and developers serves to eliminate any malfunction, error or unexpected result. When all the problems identified by the quality analysts are addressed, the application is ready for release. In-depth quality assurance tests at the development stage are the only way to ensure that the web application will be stable, usable and secure from day one.</p> <h3>6. Release</h3> <p>Application release marks the end of development and testing of your web application. It’s that great day when users will be able to discover your application.</p> <p>For most web applications, this phase involves making the client application available on a platform and transferring the server application and related databases to a production environment.</p> <p>Suppliers of infrastructure dedicated to web services, like <a href="https://aws.amazon.com/ec2/?nc1=h_ls&amp;ec2-whats-new.sort-by=item.additionalFields.postDateTime&amp;ec2-whats-new.sort-order=desc">Amazon Elastic Compute Cloud</a> (EC2) or <a href="https://azure.microsoft.com/en-us/services/app-service/">Microsoft Azure App Services</a>, offer tools that simplify and secure the deployment of web applications on their servers.</p> <p>The last step is to connect the client and server sides for a seamless routing of queries and responses through HTTPS. You can use a load balancer to receive queries made by clients on the front-end and forward them to the back-end instances which will send a response. But here again, the main cloud computing suppliers offer sophisticated tools, like <a href="https://aws.amazon.com/fr/elasticloadbalancing/">Elastic Load Balancing</a>, which automatically distribute incoming traffic over various Amazon EC2 instances. Best practice requires that all client-server traffic be encrypted; therefore, you’ll need an up-to-date SSL certificate.</p> <h3>7. Maintenance</h3> <p>This is the phase where, typically, a new team takes over. This new team is a post-release, after-sales client service team. Following a stabilisation period for the solution after its release, the <a href="https://www.spiria.com/en/services/purpose-built-development/support-maintenance/">support and maintenance team</a> monitors client requests, crash reports and any problems flagged by end-users. This team also ensures that the application remains compatible with new generations of web browsers and new versions of operating systems.</p> <p>Note that swift assistance for end-users and frequent updates to fix and improve the application are essential to retain user engagement. Also, do encourage your users to provide you with comments and suggestions on your application. They can be a great source of ideas for application enhancement.</p> <h2>Technologies used to build web applications</h2> <p>Most commonly, dynamic web applications follow the lines of a three-tier client-server architecture.</p> <p>The first tier handles the presentation of the application on the user’s screen, called user interface. This is handled by the web browser using web technologies like HTML, CSS and JavaScript.</p> <p>The second tier resides on an application server and processes client queries, receiving them and sending back appropriate responses. This is referred to as “application logic”. There is a wide choice of different technologies to handle this tier; you can even use several of them for a single application, by breaking up the tier in various entities.</p> <p>The third tier handles data storage. This tier is basically a traditional database that responds to the queries forwarded from the second tier. The choice of technologies for this tier is more limited: MySQL, PostgreSQL, Microsoft SQL Server, Oracle, SQLite, MongoDB, among others.</p> <p><img title="Technologies" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684706873df82b559ab944f4_working.webp" alt="Technologies" /></p> <h3>Client-side code</h3> <p>This is the code that is loaded by the client’s machine to display the user interface and data transactions with the server. This code is split in three parts: HTML, cascading style sheets and JavaScript. To develop this code, you can start from scratch, or use one or more frameworks. Frameworks make things run faster and usually provide a set of conventions that make life easier for all involved.</p> <h3>Server-side code</h3> <p>The application that runs on the server can be coded in a variety of programming languages, like C#, Java, Python, Ruby, or PHP, for example. This application receives the client’s HTTP queries, processes them and returns the expected responses to the client. Here too, you can use development frameworks; each language offers at least one.</p> <h2>Web frameworks</h2> <h3>How to choose your framework</h3> <p>Choosing the right framework is crucial, as a bad choice will waste time and money: while you can’t suddenly change tools mid-development, sticking to an unsuitable architecture will cause problems over the entire life cycle of the application. </p> <p>When choosing your framework, consider the following factors:</p> <ul> <li><strong>Needs of the application</strong>. The first thing to consider before choosing your framework is what the application has to be able to do. With a firm grasp of the needs of the application, you can target your research to come up with a shortlist of potential frameworks. </li> <li><strong>Popularity of the framework.</strong> While the popularity of a framework is not a technical criteria, it is still an important consideration: the more popular the framework, the more active the attendant community. This means more responses to questions on sites like StackOverflow, more tutorials, more plug-ins, more contributions to open-source resources, etc. Furthermore, popularity correlates with a solution’s longevity.</li> <li><strong>Quality of the documentation</strong>. Documentation quality can vary immensely from one framework to the next. When choosing your framework, make sure the documentation is exhaustive. As a general rule, the larger the number of examples and tutorials, the better the documentation. Also check that the documentation is up-to-date based on the most current version of the framework.</li> <li><strong>Cost</strong>. One thing to remember when choosing a framework is that some are free, others are only partly free, while others are only available on paid platforms.</li> <li><strong>Functional scalability</strong>. Many frameworks can be scaled-up or extended through modules or plug-ins. Look at the richness and variety of the catalogue before you make any decisions. You may find a module that will save you time and money on a key function.</li> <li><strong>Compatibility with existing architecture</strong>. Your application may have to fit in within a larger architecture, or on servers that support a limited number of languages and frameworks. For example, if you already use Microsoft .NET for services that interact with the database or for business logic, you may want to use ASP.NET for your web applications.</li> <li><strong>Team skills</strong>. If one or more of your developers are already conversant with a given framework and language, you’ve got a head start: you’ll have a shorter learning curve and avoid the most common mistakes. Conversely, if none of your developers are familiar with Ruby, you may want to steer clear of Ruby on Rails, unless they have a lot of time on their hands.</li> <li><strong>Security</strong>. Last but not least of the issues to consider! Some frameworks emphasize security and have basic security measures built-in, whereas others leave it up to developers. Also, you’ll want to use a framework that is regularly updated to fix any security issues as they crop up, which brings us back to the criteria of popularity. Finally, be very cautious when using plug-ins, as they can introduce chinks in an otherwise secure framework armor.</li> </ul> <h3>Front-end frameworks</h3> <p>Client-side web frameworks are based on JavaScript and TypeScript, a strict syntactical superset of JavaScript developed by Microsoft. The following are the most common examples of such frameworks, but there are many more out there.</p> <p><strong>React</strong> is a free, extremely popular, open-source JavaScript library that underpins countless Web applications. Maintained by Facebook and a community of developers, it allows you to build highly interactive interfaces using components. In use, React is particularly flexible and efficient, using a virtual DOM and updating the rendering in the browser only when really necessary.<br />⇨ <a href="https://reactjs.org">reactjs.org</a>.</p> <p><strong>Vue</strong> is a JavaScript library developed by a former Google engineer and maintained by a community of developers. It offers excellent documentation and functionalities, including a virtual DOM, that rival any competitors’. This “lite” library, which enjoys a well-deserved popularity, is the go-to choice for progressive web applications.<br />⇨ <a href="https://vuejs.org">vuejs.org</a>.</p> <p><strong>Angular</strong> is a framework based on TypeScript and developed by Google. Emphasizing stability, robustness and security over innovation, it is ideal for large enterprise applications. Angular is better suited to complex applications than to highly interactive ones. While its learning curve is rather steep, once mastered, it enables quick and robust development.<br />⇨ <a href="https://angular.io">angular.io</a>.</p> <p><strong>Ember</strong> is an easy-to-learn JavaScript framework with a very dynamic community. Now in its tenth year of existence, it provides a very plush and mature library of plug-ins. It supports server-side updating of the DOM (in Node.js via FastBoot). Emphasizing productivity and conventions, it fosters orderly development and supports collaborative work, unlike React, for example, which provides few safeguards. If you’re the kind of person who likes a place for everything and everything in its place, Ember is the solution for you.<br />⇨ <a href="https://emberjs.com">emberjs.com</a>.</p> <p><strong>JQuery</strong>, one of the oldest JavaScript frameworks, is still spry and active. It is supported by a large community, offers a vast choice of plug-ins and provides endless possibilities to manipulate the DOM. Though it is perfectly suited for many different kinds of applications, it is more cumbersome than modern frameworks and is losing ground with developers.<br />⇨ <a href="https://jquery.com">jquery.com</a>.</p> <p><strong>Backbone</strong> is a JavaScript library with an MVC architecture that encourages you to translate your data into models, DOM manipulations into views, and link them together with events. This “lite” framework is ideal for simple, small, one-page web applications.<br />⇨ <a href="https://backbonejs.org">backbonejs.org</a>.</p> <p><strong>Svelte</strong> isn’t actually a framework or library, but rather a compiler that offers a radically different approach to building web interfaces. The fans of this tool are fewer but devoted, as it allows them to develop projects with much less coding than other frameworks. The compilation process produces just the JavaScript code necessary for your application; no need for the client to load an entire JavaScript library. It’s much more resource-efficient than React or Vue.js, and is much quicker and reactive from the end-users’ point of view.<br />⇨ <a href="https://svelte.dev">svelte.dev</a>.</p> <h3>Back-end frameworks</h3> <p>As you can use a wide variety of languages to build a web application, very often, the choice of languages will dictate the choice of frameworks.</p> <p><strong>Django (Python)</strong> is a free, high-level, open-source MVC framework that supports quick development and clean, pragmatic design. It takes care of many of the issues related to web development, including security, so that you can concentrate on coding your application without reinventing the wheel. Based on Python, Django code is easy to read and maintain. It is an excellent choice for many web applications.<br />⇨ <a href="https://www.djangoproject.com">www.djangoproject.com</a>.</p> <p><strong>Ruby on Rails (Ruby)</strong> is an MVC framework based on the Ruby language and whose philosophy is close to that of Django. When it launched, in 2004, it revolutionized web application development; most modern frameworks stem from it. It enjoys plentiful documentation and a large community that is as enthusiastic as it is welcoming. RoR applications can present some challenges when deploying into production. While it’s relatively easy to learn at first, things can get complicated when dealing with complex problems.<br />⇨ <a href="https://rubyonrails.org">rubyonrails.org</a>.</p> <p><strong>ASP.NET Core (C#, F#)</strong> is Microsoft’s open-source web framework. Its modular architecture is geared to developing large, complex applications and excels at it. It can run on various platforms and works completely seamlessly with modern client-side JavaScript frameworks (React, Angular, Vue, Ember). Developers benefit from the powerful Microsoft Visual Studio integrated development environment, which allows them to be more productive.<br />⇨ “<a href="https://dotnet.microsoft.com/learn/aspnet/what-is-aspnet-core">What is ASP.NET Core?</a>”</p> <p><strong>Laravel (PHP)</strong> is the MVC framework of choice for PHP developers. Its syntax is known to be expressive and elegant. However, in terms of performance, Laravel is a step below other frameworks like Django or Express. Its popularity is predicated on PHP’s.<br />⇨ <a href="https://laravel.com">laravel.com</a>.</p> <p><strong>Flask (Python)</strong>, which is very popular with pythonists, is a microframework, i.e. a bare-bones basic package that can be fleshed out with modules. Its documentation and community are solid. It’s an excellent choice to provide web services on small systems with limited means (for example, on a Raspberry Pi card or an Arduino microcontroller).<br />⇨ <a href="https://palletsprojects.com/p/flask/">palletsprojects.com/p/flask/</a>.</p> <p><strong>Express (Node.js/JavaScript)</strong> is a minimalist framework for the ever-popular Node.js. Like Flask, the basic system is lean, with plumping out through components. It’s the tool of choice for front-end JavaScript developers who wish to add some back-end skills to their toolbox. Many full-stack frameworks (i.e. front- and back-end frameworks) rely on Express for the back-end, including Feathers, KeystoneJS, Kraken, LoopBack, MEAN and Sails.<br />⇨ <a href="https://expressjs.com">expressjs.com</a>.</p> <p><strong>Spring Framework (Java)</strong> is a powerful, functionally-rich and well-thought-out tool for Java development. It provides a collection of programming and configuration models that simplify and streamline the development of web applications. It is well-suited to projects where maturity and stability are more important than speed of development.<br />⇨ <a href="https://spring.io">spring.io</a>.</p> <h2>How much does it cost to develop a web application?</h2> <p>The costs of developing a web application can vary hugely. Every application is unique and meets specific needs that can vary in number and degree of complexity.</p> <p>Imagine that you want to build a highway. In order to estimate the cost, you’d have to answer many questions: How long will it be? How wide? Will it require expropriations? What is the terrain like? Will it cross sensitive areas? Will it require noise barriers in urban settings? How many overpasses and bridges will it require? The answers to these questions, among others, will impact the final cost. The same goes for application development. You need to ask the right questions, and have the right answers. That said, building a web application is usually faster and less expensive than building a highway.</p> <p>The real answer to the question of the cost of development is as prosaic as it is disappointing: it depends. While many variables come into play, the main ones are the scope and the complexity of the project, which impact development time, which, in turn, translates into dollars and cents. While the simplest applications can be developed for a few thousand dollars, more complex applications that fulfill many different functions and handle sensitive information can cost 500,000$ or more and require a year’s development time. The only way to accurately estimate the cost is to make an exhaustive list of the needs and objectives of your web application. This activity is executed at the planning and requirements stage of the project (<a href="#h2_03">see above</a>).</p> <p><img title="How much does it cost to develop a web application" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847068a6bc41b5f700773ae_roi.webp" alt="How much does it cost to develop a web application" /></p> <p>If you don’t have a big budget, your best bet is to restrict your application’s scope and complexity. Start by defining your minimum viable product (MVP), i.e. the application that will meet your users’ basic needs, with features that are only strictly necessary or whose usefulness is established beyond a doubt.</p> <p>There are many advantages to going for an MVP. For example:</p> <ul> <li>By sending your MVP to market quickly and inexpensively, you start generating revenue that will finance future development.</li> <li>A functional application that is actually in use attracts investors more readily.</li> <li>An MVP allows you to capitalize on your early users’ comments, suggestions and expressed needs to improve your application iteratively, instead of wasting money on features that will never actually be used.</li> </ul> <p>Also keep in mind that the cost of an application doesn’t end with development: you need to budget for recurring costs, both fixed and variable, throughout its life cycle. Dynamic web applications, for example, can incur costs related to infrastructure (servers, backups, etc.), third-party services, and software licences, not to mention maintenance operations, support, updates, upgrades, etc. </p> <h2>The keys to success</h2> <p><img title="The keys to succe" src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847068d342eade8021f8a96_magic.webp" alt="The keys to succe" /></p> <h3>Clear goals</h3> <p>The success of your web application will be predicated on clearly identifying your goals and expectations. Clear business goals will guide your development team in developing a delivery strategy, prioritizing requirements, defining the criteria for success and developing a roadmap for the long haul.</p> <p>To avoid wasting precious time (and money) on the road to development, or losing your way entirely, you should examine three basic questions from every angle: <strong>What is it? Who is it for? How to achieve it?</strong> The answers to these questions will provide you with a detailed roadmap, increase your chances of reaching success, and minimize risk along the way.</p> <h3>Investing in user interface</h3> <p>Your application’s user interface rests on two essential pillars:</p> <p><a href="https://www.spiria.com/en/services/human-centered-design/user-experience-design/">User experience</a> (UX), which includes the paths, interactions, perceptions and impressions experienced by users when interfacing with your application. It’s everything that contributes to a feeling of user-friendliness; conversely, when done poorly, it gives rise to a feeling of frustration, which is the last thing you need when trying to acquire and retain customers to reach business goals.</p> <p><a href="https://www.spiria.com/en/services/human-centered-design/user-interface-design/">User interface</a> (UI) visually complements and supports UX. It refers to all the visuals your users interact with on your web application. It makes your application visually appealing and contributes to the feeling of ease of use. It helps users intuitively understand application features and helps them fulfill their objectives.</p> <p>Users expect simple, fluid and efficient interactions from web applications. They especially don’t want to have to figure out how to do things, and appreciate intuitive design. Make sure to give them a positive experience based on an easy-to-understand hierarchy of information and predictable design elements, so they can easily browse through your application. That’s when the usability tests come into their own; they reveal potential friction points and ensure that the interface engages its target market.</p> <h3>Security</h3> <p>Security must be a paramount consideration with this type of application, which is generally connected to the web and which stores and processes not only enterprise data but also customer information. Baking security into your application right from the get-go is always the most efficient strategy over the long run; it can never be an afterthought. After all, your company’s reputation, and very existence, rides on it.</p> <h3>Robust infrastructure</h3> <p>You know how annoying a slow, sluggish application can be. Don’t do this to your users. If your application looks more like the turtle than the hare, your clients will look elsewhere. The speed of a web application is a function of the quality of development and the infrastructure it relies on (like servers and connectivity). To keep service quality high, keep an eye on your application’s performance.</p> <h3>Scaling up</h3> <p>Now that your application is responsive and your infrastructure suitably robust, monitor its performance in real time. If the number of users surges (a nice problem to have), application performance will plateau and then decline, irritating existing users and turning off new ones. Worse yet, a sudden spike in visitors could crash your application-side server. Devising a pre-emptive strategy ahead of time will minimize these risks and head off any surge-related issues. However, to achieve this, your web application has to be specifically designed with a view to future scaling up and expansion.</p> <h3>Resilience</h3> <p>The overall architecture of your web application must not harbor any single point of failure, i.e. any single element whose failure can take out the rest of the system. Insofar as any system failures can cripple your business, examine every and all imaginable scenarios and deploy preventative measures accordingly, such as redundancies, backups, CDNs, etc. That said, the fact is that even the biggest players are not safe from single point of failure: take Facebook, whose systems shut down worldwide for a whole day, in 2021. One tiny mistake in configuration changes on the backbone routers that coordinate network traffic between data centers was enough to fell the giant.</p> <h3>The right technological partner</h3> <p>Unless you develop your application in-house, you’re going to have to search for the right technological partner, who will turn your ideas into a powerful web application, the precursor to your success. Do you need some advice to make the perfect choice? It just so happens we have a piece on that very issue: “<a href="https://www.spiria.com/en/resources/identify-the-right-software-development-partner/">Identify the right software development partner</a>”.</p>

<div><h2>First off, you will get an invitation by email</h2><p>Shortly after successfully submitting your resume (see our <a href="https://www.spiria.com/en/blog/working-environment/spirias-recipe-for-a-tasty-it-resume/">recipe for a tasty resume</a>), you should automatically get an application receipt notification. Our talent acquisition team will review your resume within two to three business days. Should your skill set match our current needs, we will send you an e-mailed invitation for a thirty-minute video or phone call. Rest assured that we won’t call you without first setting up an appointment.</p><p>Identity theft being all too common, take care to protect your personal information during the hiring process by looking up our Culture &amp; Talent team’s profiles on LinkedIn. We will never ask you to give us personal information such as your SIN or your financial information during the selection process.</p><h2>Next, choose a time and day for our call</h2><p>Once you’ve received our invitation to the initial interview, take another look at the job posting that you have applied for and the resume you sent us. You can also refer to <a href="https://www.spiria.com/">Spiria’s website</a> to find out more about our company. Let us know which day and time work best for you. Our talent acquisition team will do its best to be available when you are. Before confirming the day and time of your meeting with the team, make sure you have a reliable internet connection and a quiet space to speak freely.</p><h2>And then, let’s talk</h2><p>Our first meeting is an opportunity to go over the issues that are key for you and the job. We will ask you to tell us more about your current situation, your experience and competencies, the types of projects you have worked on, the technologies you are skilled in, and what other competencies you would like to develop. If you are bilingual, we may switch between French and English during our conversation.</p><p>We will also ask you about your salary expectations. As Spiria has developed a <a href="https://www.spiria.com/en/blog/working-environment/spiria-moves-toward-pay-transparency/">pay transparency policy</a>, you can rely on the pay scale mentioned in the job description to steer the conversation.</p><p>During the initial meeting, the talent acquisition team will share a lot of information about the company, its values, the job itself, benefits, the teams’ composition, etc. Of course, there will be time for you to ask all your questions.</p><h2>And finally, we will get back in touch with you</h2><p>Normally, you will hear from us within a week. If your situation changes and you require an answer more promptly, feel free to contact the talent acquisition team. The next steps are the technical test (for software development jobs), and an online interview lasting approximately sixty minutes.</p><p>The job candidate’s experience of applying at Spiria is important to us. The talent acquisition team is available to answer your questions throughout the whole process.</p></div>

<div><p>Though policies on pay transparency are not very common yet, an increasing number of companies are looking into it. They recognize its benefits, as much for the working environment as for talent acquisition. For current and potential employees, it helps to understand the criteria that underpin their compensation, their ranking compared to coworkers, and their advancement potential within the company.</p><p>This decision to go for pay transparency was motivated, first and foremost, by our commitment to a workplace that is equitable and fair, where all employees feel comfortable working. An evasive pay-scale based on obtuse computations inevitably fosters suspicions of inequity, which erodes the trust between employees and employer. What’s more, transparency is a mighty weapon to fight systemic inequities, such as the wage gender gap. Statistics Canada’s 2022 survey results show that women’s average hourly pay is still a sizable 11.1% less than men’s.^*</p><p>More than a window into current pay practices, mapping each person’s salary potential helps her or him set expectations. For those whose expectations are higher than what our pay grid allows and who have reached a ceiling, a mutually-agreed discharge might be the next step. As dire as that sounds, not facing it merely puts off the inevitable disappointment and resentment. In most cases, those whose expectations match well with our salary grid find a strong incentive to keep investing time and energy to reach new professional goals.</p><p>This transparency is also practiced externally, in all <a href="https://www.spiria.com/en/career/">our job postings</a>. We list every position’s pay scale, which is determined by the calculation grid. This is meant to avoid potential disappointment and to offer a good-faith vision of a likely trajectory. This excuses applicants whose expectations don’t fit with who we are, thus avoiding a fruitless discussion.</p><p style="text-align: center;"><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/68470763686b311d13f44e7c_vignette.webp" style="width: 70%; border: none;" alt=" " title=" "></p><p>But such transparency doesn’t happen overnight. To pave the way, we had to review the salary grid, identify any inequities, then make adjustments to remedy them. This deceptively difficult task took over a year. Before disclosing any numbers, we spent several months explaining, answering questions, and improving the process based on feedback.</p><p>Developing a salary grid, as you can imagine, isn’t as easy as just inserting random figures in a spreadsheet. It was in fact a labor-intensive, sensitive process, which we paired with a steady flow of communication to all involved. We came up with a logical, equitable and justifiable grid that takes into account the company’s financial situation, while being competitive. Once the grid was made public, we met with each employee individually to discuss her or his position on the pay scale, the reason for that ranking, and what her or his options might be for further development.</p><p>This was definitely a big project that mobilized many of us, but it was worth it. Real salary transparency is now a cornerstone of our workplace based on mutual respect and trust. This initiative meshes with our goal to be a human-scaled company that is accountable, that listens closely to each and every one, and that works on building a contemporary and unique work culture.</p><p>(*) In 2021, women aged 25 to 54 earned an average of 3.79 CAD (11.1%) less per hour than their male counterparts. In other words, women in that age group earned 0.89 CAD on the dollar. [<a href="https://www150.statcan.gc.ca/n1/pub/14-28-0001/2020001/article/00003-fra.htm" title="https://www150.statcan.gc.ca/n1/pub/14-28-0001/2020001/article/00003-fra.htm">Reference</a>.]</p></div>

<div><p>InSpiria, which we covered <a href="https://www.spiria.com/en/blog/spirian-news/inspiria-2022/">in February last year</a>, is our annual company event where we reflect, learn, dream and have a bit (OK, a lot) of fun.</p><p>Because this year also marks our 20^th anniversary, we invited Spirians from across the country to celebrate in Montréal. In keeping with our hybrid work policy, we included streaming capabilities for people who could not attend in person. And as a thoroughly Canadian company with deep roots in French-speaking Quebec, we also provided real-time interpretation for attendees that needed it, whether in the venue or online. Basically, so many failure points were bound to make happy accidents inevitable.</p><p>Instead, what happened was something truly magical.</p><p>We’ll admit, there were some unforeseen difficulties. The swag shipment got delayed. On our way to pick it up, we got in a car accident. The shipment was further delayed. The fire department had to rescue a dozen of us stuck in the elevator. We ran out of food the first morning. Snowfall hampered the mobile application used for the Missing-Player game.</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707de6bc41b5f70083310_elevator-2.jpg" style="width: 100%; border-style:solid; border-width:1px;" alt="Merry Spirians stuck in the elevator." title="Merry Spirians stuck in the elevator."></p><p>Merry Spirians stuck in the elevator.</p><p>Nonetheless, 100% of attendees answering our post-event survey said they had a good time. You read that right: one hundred percent! We enjoyed the guest speakers, the internal presenters, a <a href="https://seriousplay.training/lego-serious-play/">serious play</a> session, and a gala. In short, there was something for everyone.</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707e1796f97ea8b56baf4_broc-n-roll.webp" style="width: 100%; border-style:solid; border-width:1px;" alt="InSpiria 2023." title="InSpiria 2023."></p><p>InSpiria 2023. Photo Eva Blue.</p><p>Full disclosure: we had a lot of help from an <a href="https://en.360lagence.com/">agency</a> that specializes in creating amazing events. Planning these events without help is hereafter out of the question! But what else have we learned from inSpiria 2023?</p><p>First and foremost, even diehard introverts like me need to socialize. Sure, it took me a week to recharge my batteries, but it was SO worth it.</p><p>Second, we’ve created a monster. Everyone in attendance felt that five years until the next all-staff conference is too long a wait (our last mass meeting was <a href="https://www.spiria.com/en/blog/working-environment/spiria-turns-15/">in 2018</a>...).</p><p>Third—and perhaps most important: We are a decentralized company with very strong local cultures, yet our collaborative mindset shines through. Spirians love working together, regardless of where they hail from. This collaboration is indicative of our strong bonds, which in turn enable us to deliver on the promises we make to our clients. Because at Spiria, we firmly believe that a top-notch CX (customer experience) begins with a strong EX (employee experience).</p><p style="text-align: right;">Stéphane Rouleau, President &amp; CEO.</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707e4bd0abd8d6ee0de8f_inspiria-group.webp" style="width: 100%; border-style:solid; border-width:1px;" alt="InSpiria 2023." title="InSpiria 2023."></p><p>InSpiria 2023. Photo Eva Blue.</p></div>

<div><p>According to figures from IDC (International Data Corporation), two out of three companies have already begun the migration process, and most others plan to do so within the next three years. However, as with any major change, migration to database-as-a-service (DBaaS) comes with some risks that must be carefully considered. Without sufficient vigilance and risk mitigation, such a migration can lead to cost overruns and delays, and as a result, the expected business benefits are slow to materialize.</p><p>We explore seven of the most significant risks associated with migrating a database to the cloud: security, compliance, sovereignty, data integrity, performance, cost and lock-in. We also provide information on how to mitigate these risks and ensure a successful migration. By understanding and addressing these risks, organizations can access the benefits of cloud databases while minimizing potential negative impacts.</p><h2>Security </h2><p>One of the biggest concerns when migrating a database to the cloud is security. Data stored in the cloud is more exposed to hacking, breaches and unauthorized access. To mitigate these risks, companies should ensure that their DBaaS provider has robust security measures in place, such as encryption, multi-factor authentication and regular security audits.</p><h2>Compliance </h2><p>Companies that store sensitive data, such as personal or financial information, must comply with regulations such as HIPAA, PCI-DSS or <a href="https://www.spiria.com/en/resources/understanding-the-gdpr-requirements/">GDPR</a>. If the vendor does not meet these necessary regulatory requirements, migrating a database to the cloud poses a risk for the company.</p><h2>Sovereignty </h2><p>Data sovereignty, which is becoming increasingly important due to new data regulations, is the concept that data is stored and managed in specific geopolitical locations. When a company migrates its database to the cloud, it might not control where its data is stored and processed, which exposes it to the risk of non-compliance with data-sovereignty laws. To mitigate this risk, companies should ensure that their cloud provider offers storage and data processing in pre-specified geographic locations.</p><h2>Data Integrity</h2><p>When migrating a database to the cloud, there is a risk of data loss due to human error, system failures, and other unforeseen mishaps. To mitigate this risk, companies should have a disaster recovery plan in place and regularly back up their data.</p><h2>Performance </h2><p>Migrating a database to the cloud can also lead to performance issues, such as slow query times and network latency. This can be due to improper configuration, insufficient resources, or lack of monitoring and optimization. To mitigate these risks, organizations must work closely with their service provider to ensure proper configuration and sufficient resources.</p><h2>Cost </h2><p>The costs associated with using a DBaaS might not be obvious over the medium- to long-term. Pricing models are not always transparent and price increases can creep in. Also, expectations of performance optimization can prompt a company to ask the supplier to increase the input/output operations per second (IOPS), the computing power or the memory size, quickly leading to cost increases and significant repercussions over the long term.</p><h2>Lock-In</h2><p>When an enterprise migrates its database to the cloud, it becomes dependent on a DBaaS provider to store and manage its data. This can lead to being locked in to a situation where the technology is proprietary, meaning that the company cannot easily move from one provider to another without significant cost or disruption. The data becomes trapped in a solution, to so speak. To mitigate this risk, companies should choose a cloud provider that offers flexibility and allows for easy data migration. It is also recommended to avoid the use of proprietary cloud tools that do not effectively support data replication to other platforms.</p><p>To summarize, migrating a database to the cloud has many benefits, such as cost savings, scalability, and increased accessibility, but it also comes with some risks that must be considered and mitigated. Companies should choose a cloud provider that offers robust security measures, compliance with necessary regulations and the ability to store and process data in specific geographic locations. In addition, companies should have a disaster recovery plan in place, regularly back up their data and work closely with their cloud provider to ensure proper configuration and sufficient resources. While risks properly speaking are not a sufficient reason to shy away from DBaaS, it is important to consider them up front, understand them thoroughly, and mitigate them as part of a carefully considered migration strategy.<br> </p></div>

<div><p><strong>Spiria: In our work as software programmers, we use the term <i>technical</i> or <i>technological debt</i> to refer to potential costs accrued by using shortcuts in code development. If delivering a project on time and on budget gets tight, for example, we sometimes choose to circumvent problems rather than solve them. These weaknesses add up in the code and in the architecture. The day comes when they have to be accounted for because they’ve combined to compromise the stability, performance, security and scalability of the system. They are a sort of concealed loan that eventually needs to be repaid. But doesn’t the idea of technological debt go beyond just applications?</strong></p><p>Carlo Rossi: Absolutely. The debt embedded in <a href="https://www.spiria.com/en/services/purpose-built-development/custom-software-development/">software applications</a> is just the tip of the iceberg, with underlying technological fault lines having an impact on the entire organization’s ship. A company’s deferral of its operations overhaul can result in a different kind of debt. Many companies, for example, haven’t yet made the leap into digitization. They’re still working with paper or with electronic documents that aren’t interactive and that get passed around, which reduces efficiency. We review all operations looking for chronic pain points, and we often find the solution lying just below the surface of technology.</p><p><strong>What’s the reason for the delays? Why are companies sometimes hesitant to change tack?</strong></p><p>The problem isn’t new. During my training, I became fascinated with the Toyota Way, whose aim is to track down waste, to work smart and to establish a long-term vision. But many companies are still worlds away. They are reluctant to overhaul their processes in depth and so the problems remain. An analysis carried out in April 2022 by the firm Raymond Chabot Grant Thornton lists several factors:</p><ol> <li>Many companies take a conservative view of their way of doing things.</li> <li>They don’t quite understand the processes that make up their operations.</li> <li>They’re not aware of the benefits of certain technologies.</li> <li>They fear change and risk, which is understandable. They’ve heard the horror stories of tech launches that ran aground.</li> <li>And finally, they often lack in-house staff with the skills to set off on a digitization plan.</li></ol><p><strong>So where does one begin?</strong></p><p>With an in-depth analysis, an audit, which usually starts by listening to the people in the trenches. But to really listen, it helps to get the help of a consultant who can ask the right questions. By hearing the employees talk about their day-to-day, this consultant will quickly pinpoint places for improvement. In other words, before you make any decision, you have to identify, target, and plan, of course. Take the case of <a href="https://www.spiria.com/en/our-work/arhoma/">Arhoma</a>, for example. This neat bakery had a hard time reliably filling its many restaurant and grocery-store orders. Spiria experts spent a few days with the employees who handle the orders. The consultants then recommended a customized solution whose sole focus was the order-taking process, which eventually combined the delivery logistics and billing.</p><p><strong>Are custom solutions always the way to go? Aren’t there turnkey solutions that avoid having to reinvent the wheel?</strong></p><p>Yes, and it’s the consultant’s job to make sense of them. As a matter of fact, we recently met the CEO of a clothing manufacturer who wanted to make his sales reps’ work easier on the road. Each was patching together a product catalog to show to potential clients. After analyzing their needs, Spiria found an extant solution that fit the bill perfectly. Technology is so democratized now that it’s quite common to come across an existing, serviceable solution.</p><p><strong>Some payroll systems have been tried and tested, so there’s no point in starting from scratch. Sometimes this kind of solution means having to change your M.O., but that can be a good thing.</strong></p><p>For sure. However, the best solution is often a custom-made solution, entirely tailored to specific needs. It’s important to really consider all the possibilities before opting for one thing over another.</p><p><strong>CEOs would point out that the custom solution is also the pricier one.</strong></p><p>Yes and no. With good planning, the ROI quickly becomes tangible. Before I came to Spiria, I worked on the opening of the new McGill University Health Centre (MUHC), where I was responsible for setting up a supply system. We realized that there were too many stakeholders and hurdles involved in the restocking of equipment. We pinpointed what could potentially be automated, namely purchases of basic medical supplies such as syringes, dressings, fluids, etc. No one has to press a button to renew this type of stock anymore! By figuring out where to prioritize the investment, we found substantial savings while making everyone happy.</p><p><strong>And when one solution works out, companies are motivated to optimize further processes.</strong></p><p>Exactly! One of the benefits was that staff came to see automation not as a loss of responsibility, but as an opportunity to dedicate themselves to tasks that are more in keeping with their skills, rather than the drone of filling out forms all day. Then we aligned the management of patients’ medical records and transportation for the three hospitals that had merged. In addition to standardizing forms and creating IT solutions, staff also needed computers and other work tools such as tablets, across all departments! A digital transition doesn’t stop at software improvement.</p><p><strong>In software development, we often talk about continuous improvement.</strong></p><p>Same goes for businesses. Technology can help you along, but it has to be thought out and planned. It can be fun!</p><p><strong>So you need a game plan.</strong></p><p>Exactly. If you try to tackle everything at once, you’re headed straight for an organizational and budgetary pile up! As we say at Spiria, don’t be afraid of just rooting around and checking out all the options, and then just go for it, keeping in mind the end goal. All told, technical debt is directly linked to companies’ digital maturity. You can’t assimilate new technology, whether automation, robotization, cybersecurity or other cutting-edge tools such as integrated information systems, without a shift in operations and culture.</p><p><strong>Thank you Carlo for this enlightening discussion. So next up is a talk about companies’ digital maturity.</strong></p><p>My pleasure.</p><h3>Online resources to get you started</h3><ul> <li><a href="https://www.rcgt.com/en/on-the-move/essor-program-support-business-development/">Essor Program</a>.</li> <li><a href="https://ised-isde.canada.ca/site/canada-digital-adoption-program/en">Canada Digital Adoption Program</a>.</li></ul></div>

<div><p>However, agility is essentially a workplace culture that turns the entire team’s focus on the project’s success. This subtle difference is summarized in this quote:</p><p><em>“There are two kinds of teams: the ones who DO agility and the ones who ARE agile.”</em></p><p>In this article, we look at the Sprint Planning, which in my experience is often deemed the least important ceremony. Sprint Planning is the key to transforming a team that fails its sprints into a top performer where all members develop professionally and enjoy their experience.</p><h2>A Ceremony for Team Building</h2><p>In too many cases, Sprint Planning is a short meeting in which the Product Owner (PO) or the Scrum Master decides the number of stories that will be included in the sprint, based on the estimated team velocity. These meetings last only 15 to 30 minutes and generally lead to failed sprints, low-quality code, team disengagement, and volatile commitment to the project or its success.</p><p>Instead, Sprint Planning should be the developers’ ceremony rather than the PO’s or the Scrum Master’s. It’s the moment when developers take matters in their own hands in view of the upcoming sprint. The PO and the Scrum Master are not excluded from the meeting, but they need to understand that their influence has to stay limited:</p><ul> <li>The PO answers questions if needed.</li> <li>The Scrum Master ensures good practice.</li></ul><h2>Towards a Sense of Ownership</h2><p>By taking control of the Sprint Planning, developers cultivate a sense of ownership that will lead to commitment, responsibility and accountability. This change is not caused by restrictions, hierarchical pressure, or apprehension, but because the team voluntarily commits to the delivery, and people inherently want to keep their word and succeed in creating superior quality products. The sprint is the team’s group effort, and the team obviously wants to be proud of it. All the practices we talk about further in this article help develop and anchor this mindset.</p><p>As mentioned earlier, Sprint Planning for many teams mainly consists in selecting a set of stories to reach a given number of points for the sprint. However, the purpose of the ceremony is to ensure a successful sprint by engaging the team and preventing miscommunication. To reduce the risk to a minimum, the team needs to share an understanding of each story in terms of :</p><ul> <li>What it should accomplish;</li> <li>How it should be developed;</li> <li>How long it should take.</li></ul><h2>Time Over Points</h2><p>To reduce the risk, the simplest method is to allow the team to divide each story into subtasks with a time estimate. Doing so benefits the team and the sprint in several ways:</p><ul> <li>Listing the subtasks for a story lets the whole team see what should be done and how. New members to the team will quickly learn how things work, and any team member can take a story and complete it satisfactorily. The team’s global knowledge increases.</li> <li>The team can and should challenge subtasks added to a story to ensure that the envisioned solution is the best. Challenging and improving subtasks allows the whole team to participate and improves team knowledge, cohesion, commitment, and trust.</li> <li>Estimating the time for each subtask ensures that: <ul> <li>The actual workload will fit within the available workforce.</li> <li>Misunderstandings are detected: if two developers come up with a different estimation, it’s probably because there is a difference in their understanding of what is to be accomplished and how it should be done. Resolving this misunderstanding early will prevent the story from having to be re-coded or corrected later.</li> <li>Time tracking that shows the progress of the sprint will immediately reveal any problem in development. It’s nearly impossible to detect sprint issues by tracking the progress of the sprint using story points.</li> </ul> </li></ul><p>Tracking the progress of a sprint using subtasks’ time offers a major advantage over tracking using story points. Because stories are completed close to the end of the sprint and story points are removed only when the story is completed, any issue becomes visible when it is too late to handle the situation, as illustrated in the drawing below.</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/684707a26bc41b5f7008094b_typical-sprint.webp" style="width: 100%; border: none;" alt="Typical Sprint." title="Typical Sprint."></p><p>On the other hand, when we track the time spent in subtasks, we notice the time burndown diverge from the ideal burndown line as soon as a task takes longer than estimated. The team can proactively and constructively solve the problem. It helps the team’s morale because rather than endure failure at a point when nothing can be done, the team can act and decide how to minimize the impact on the sprint. It strengthens the team spirit, the sense of control, and the commitment to success.</p><h2>An Opportunity to Grow Together</h2><p>Even if a sprint ends in failure, ultimately, the outcome will be positive because the team has worked together to reach a goal and has learned from its errors. Failure should always be handled as an opportunity to improve and strengthen the team, and not as a source of bitterness and recrimination.</p><h2>Conclusion</h2><p>Sprint Planning is not a ceremony to decide what story to put in the sprint, but a ceremony to build the team, create commitment and accountability, and plan for success. A few hours spent on a Sprint Planning are always a worthwhile investment in the success of a project.</p></div>

<div><p>Montreal, June 15, 2022 — Spiria is proud to announce a collaboration with the British Columbia Milk Marketing Board, Alberta Milk, and Dairy Farmers of Manitoba that resulted in the design and development of a state-of-the-art enterprise-grade dairy transportation data collection system.</p><p>The British Columbia Milk Marketing Board, Alberta Milk, and Dairy Farmers of Manitoba are key players in the dairy supply chain in Western Canada. These organizations manage milk collection from producers and delivery to processors. Thanks to the <a href="https://www.spiria.com/en/our-work/milk/">new mobile and web applications developed by Spiria</a>, it is easier and faster than ever for milk haulers to enter volume and sample data at the farm and drop-off data at the plants, assured that this business-critical data is securely delivered to the milk boards’ transportation teams in real time. On the transportation team side, the board staff have real-time visibility on milk routes and volumes, enabling them to make on-the-fly routing decisions and assuring quality compliance throughout the transportation process.</p><p>“Spiria is not only a partner but an actual member of our group. From day one, we felt that we had access to a trusted advisor who could not only deliver what we wanted, but also help us create things that we thought were out of our reach,” said Freda Molenkamp-Oudman, General Manager of Alberta Milk. “Having the opportunity to develop a platform for one of Canada’s finest institutions is something we are extremely proud of. Optimising a complex process like this one, through design and custom software development, is really what we love to tackle at Spiria,” mentioned Stéphane Rouleau, President and CEO of Spiria.</p><p>Most importantly, this collaboration marks the beginning of a successful and potentially long-term partnership between leaders in the dairy and software development industry were Spiria is committed to continue advising the British Columbia Milk Marketing Board, Alberta Milk, Dairy Farmers of Manitoba on technology-related challenges while maintaining and improving the system.</p><h2>About British Columbia Milk Marketing Board</h2><p>The <a href="https://bcmilk.com">British Columbia Milk Marketing Board</a> has the authority to promote, control and regulate the production, transportation, packing, storing and marketing of milk, fluid milk and manufactured milk products within British Columbia.</p><h2>About Alberta Milk</h2><p><a href="https://albertamilk.com">Alberta Milk</a> is a non-profit organization that represents Alberta’s dairy producers. They are a non-profit, farmer-driven organization, guided by a board of directors and delegates, whom are all dairy farmers running family farms. Solely funded by Alberta’s dairy farmers, Alberta Milk supports those farmers to produce safe, nutritious food in an economically, socially and environmentally sustainable way.</p><h2>About Dairy Farmers of Manitoba</h2><p><a href="https://dairyfarmersmb.ca">Dairy Farmers of Manitoba</a> is a non-profit organization that represents and is financed by all dairy farmers in the province. All dairy farms in Manitoba are family-owned and operated. We are committed to producing milk according to the highest standards of quality.</p><h2>About Spiria </h2><p>Founded in 2003, <a href="https://www.spiria.com/">Spiria</a> is a software development firm focused on helping companies successfully execute digital projects through strategy, design, and custom development. Their experts work with leading brands on building game changing digital products, optimizing processes, and generating growth through digital transformation. </p><h2>For Further Information:</h2><ul> <li>Spiria: marketing@spiria.com</li> <li>Alberta Milk: Magan Madden, mmadden@albertamilk.com</li></ul></div>

<div><p>A huge shout out to Andreea Bobaru, Erika Randall, Isabelle Thériault, Julia Correa, Laura Blanchard, Magali Bélanger-Bonneau, Vanessa Galiana and Zakia Messaoudi for taking some time out of their busy day to share their experiences with us, as well as their thoughts and hopes.</p><p><b>We can’t help but notice that a minority of women hold jobs as <a href="https://www.spiria.com/en/services/purpose-built-development/custom-software-development/"><b>software developers</b></a>. Do you think this has changed since you started your career? </b></p><p>Laura’s observation is that more women are getting into digital, but Zakia has noticed a gap in Quebec. “I find that in Quebec, there aren’t many women in software development. There were more women in my computer science studies program outside of Quebec.” When she started her career here, she mentioned this to women colleagues who had a few more years’ experience. They mused that “the numbers had gone up at some point, but then fell again.”</p><p>Vanessa is seeing tentative progress, but it’s not enough, of course. “There’s more awareness and a better acceptance of the issue. It’s become easier to talk about our concerns and challenges. The support isn’t always as concrete as I’d like, but the situation is improving.”</p><p><b>How can we improve diversity and the inclusion of women in traditionally male-dominated fields? </b></p><p>Magali feels that mutual support and solidarity will lead to progress. “I think it’s important to create communities within companies in which women can share the challenges they face with each other. It’s so reassuring to realize that we have allies!”</p><p>Julia recommends reaching out to young people “by taking part in school activities in some way or another, such as science fairs. Women programmers from <a href="https://www.spiria.com">Spiria</a> should go speak about the work they do here, how they got here, the challenges they deal with and the opportunities that have helped them along.”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847051874580e67ceeaa505_interview-cite-en-01.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>Vanessa agrees that what young people hear is critical. “You have to start them early, encourage girls, and present them with ideas, topics, and jobs they might not even know existed.” What’s more, she asks men to pitch in. “I would also like for men to reach out to their women colleagues. Support them in meetings, echo their words and ask them to share their thoughts.” Basically, Erika is putting out a call. “Give women a voice and a platform. Stand up for them. Amplify their voices. Let women know that they’ve already succeeded in moving the needle in the software industry and that they’re helping open the way to a more inclusive future. Let them blaze a trail and others will follow. Show women that their point of view is valued, and that sexism, deliberate or not, is no longer tolerated.”</p><p>Zakia commented that “We can’t hire women who aren’t on the job market. Unfortunately, there aren’t many women in our field”, and complemented Julia and Vanessa’s suggestions: “Children should become aware of the field earlier in life. Secondary school is better than nothing, but it’s already too late in some cases, when the choice of what to do or not do has already been made. You need more activities and workshops in primary school, and ideally, it should be part of the curriculum.”</p><p>For her part, Laura thinks that Spiria should make a more sustained effort to place women in positions we’re not used to seeing them in – in the IT department for example, or in the role of Dev Lead.</p><p><b>Do you think that women bring a specific added value to the field of software development? </b></p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847051b4f06d76dfc2bbb25_interview-cite-en-08.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>According to Zakia, we have to look at things in a broader context: that of inclusion and diversity. “It’s not only the specific things that women contribute, but also the diversity that comes in their wake. With greater diversity, we gain more ways to approach and solve problems. We’re also overlooking the concept of generational mix. We usually talk about what the most senior can teach the more junior, but we forget to mention young people’s contribution: a fresh outlook, spontaneity, new points of view and ways of operating. Sure, that makes us question ourselves sometimes. But let’s not forget how much richer an encounter between different cultures, lifestyles and experiences makes us.”</p><p>Andreea is convinced that women bring a different and essential perspective, and that their workstyle within a team tends to be more imbued with warmth and humanity.</p><p>Based on Julia’s experience, women are more organized and meticulous than men, both important qualities she looks for in software development.</p><p>Isabelle has found that you get a better product when software is developed in teams that are not homogenous. “To better meet the varied expectations of a multiplicity of users, you need a diversified team with divergent skills who value and see things differently. We usually attribute qualities such as cooperation and empathy to people who identify as women. These capabilities are an undeniable asset on a team.”</p><p>Erika is on the same wavelength and adds, “It’s crucial to have multiple points of view when developing software. The solutions and products we come up with must reflect users’ needs, and these users and their needs are as messy and complicated as we are. If we understand users and can stand in their shoes, anticipate their needs and solve their problem, then our work will be that much more effective, and we will have a greater impact. An entire perspective would be missing without women in the field of software development.” She goes on to say, “Though it’s definitely not a gender-related quality, women usually bring to software development a deeper emotional intelligence, and an elevated level of communication and empathy.”</p><p><b>At some point in your career, have you ever been treated differently because you’re a woman? How did you respond? </b></p><p>Though some on the panel hadn’t encountered this dismaying scenario, it was unfortunately not the case for everyone.</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847051e6bc41b5f7006b905_interview-cite-en-09.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>Magali: “No, since I started my career, I’ve been fortunate to work with inclusive groups and managers who wanted their team to shine. Ultimately, regardless of gender, the least we can ask for is a respectful work environment.”</p><p>Zakia isn’t sure she’s encountered this, but perhaps that’s due to her outlook. “I might have been in this type of situation, but I always attribute the cause to something else. By not paying any attention to this kind of barrier, I haven’t penned myself in. I do what needs to be done, to the best of my ability, and then a little more, and things naturally follow. If you fixate on problems, you’ll inevitably encounter them. A good place to start is using positive thinking and persistence.”</p><p>Julia has averted these situations, at the cost of wearing an armor that she’s now trying to shed. “I was lucky in that I don’t think I was ever treated differently, but I also think it’s because people saw me as a strong person who wasn’t afraid to say what she thought and to raise her voice to be heard. This trait gave the impression that I was hard and thick-skinned. At first, that didn’t bother me. Perhaps my behaviour was a direct reflection of my work environment, or perhaps I didn’t want to appear insecure. Eventually, I realized that that wasn’t the way I wanted to be perceived. I wanted to change and to learn to assert myself without coming across as aggressive. Some of the key elements on this professional and personal journey were, and still are, having a solid team I can trust and who trusts me, noticing the behaviours I no longer want to engage in, and understanding that asking for help and being vulnerable is fine. It’s a continuous improvement process that makes it possible to adapt to the changing realities of a world in constant flux.”</p><p>Andreea, on the other hand, has seen a difference in how she was treated and changed her habits in order to be heard. “It’s so strange to be a woman in her twenties and to take part in meetings organized by and for men who neither want nor need my opinion. So we tend to speak louder, to be more articulate, less emotional and generally more masculine than we would otherwise be, just so we can express our ideas and opinions.”</p><p>Laura dealt with discriminatory treatment, not within the company but at the hands of a client. “Yes, I had a client who was clearly misogynistic, who didn’t speak to me as he would to other men. The way he saw it, I was inherently incompetent. A few years ago, this kind of behavior could deeply affect me, to the point that I sometimes lost confidence in myself. But now, with maturity and experience, I am able to take a much more detached approach to these situations. I tell myself that I can’t take ownership of people’s problematic behaviors in general, and that it doesn’t concern me. It helps me move forward and stay focused on my goals!”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/68470521a389942abe2a36ad_interview-cite-en-02.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>Erika’s experience leaves no room for doubt. “Absolutely, 100% affirmative. I experienced all kinds of situations. Whether it was having my abilities or my experience dismissed, being mistaken for an assistant, getting interrupted mid-sentence, my contributions being ignored, being called “emotional” when I insisted on making myself heard… And then being subjected to inappropriate comments and advances from both clients and colleagues (…) I learned to be firm, to hold my ground and to defend my interests. I civilly and indirectly refer to my experience and the reason why I’m here. Generally, I start from the premise that most people do not intend to harm others and are not aware of the impact they have. (…) When it comes to inappropriate comments, we must adopt a zero-tolerance policy. Women – and men – need a safe space to flag these issues internally and to receive the necessary support to get out of an undesirable situation.” Erika clarified that this zero-tolerance policy should be fully applicable to clients as well, even if it means risking a relationship with the client or losing an account.</p><p><b>Have you noticed a glass ceiling in our field? What is your advice for women who wish to pursue a leadership role in a predominantly male field such as software development? </b></p><p>The glass ceiling doesn’t limit people based on gender alone, says Isabelle. “Several demographic groups bump their heads on the glass ceiling: women of course, but also older and younger people, and new Canadians. Inclusion is a long-term goal that requires perseverance given that humans are the way they are – meaning, more inclined to gather with like individuals, as several studies have shown.” Isabelle’s advice to those groups is to rely on their expertise and credibility. “People who are committed to and passionate about their work will find it much easier to break through this glass ceiling. Besides, shouldn’t management teams be exclusively made up of this type of person?”</p><p>Zakia points out that the ceiling isn’t necessarily where you expect to find it. “Truth be told, I never saw a ceiling, except when I built it myself…”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/68470524199b799a02766dc6_interview-cite-en-03.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>To rise to a leadership role, Magali recommends above all else taking risks and taking full responsibility for your career goals. “Get rid of the imposter syndrome by any means. You must acknowledge your successes and be unafraid to take credit for them. Talk to your manager about your hopes, and together work out a plan to develop into the role that you see yourself in. The key to success is preparation, work, and communication. Ask nothing, get nothing.”</p><p>Julia confirms that one must take risks and be unafraid. “Speak up, assert yourself, prepare to argue your case, and be yourself! People can sense when someone isn’t being true to themself.”</p><p>Vanessa also mentions self-affirmation. “I strongly encourage you to express yourself when something’s not right, even if it’s hard, even if no one is listening. It’s about speaking your truth so that at the end of the day, you can be satisfied that you did what had to be done. Each time you do this, you’re helping to pave the way for another woman. Change isn’t instantaneous, be patient. It’s a long game so don’t give up.”</p><p><b>So then tell us, what are the key qualities necessary to become a good leader? </b></p><p>Magali, who has a leadership role at Spiria as Finance Director, shares tips based on her own experience. “In my mind, a good leader practices transparency and integrity. You have to instill a sense of trust in your team and I’d even add, to dare to influence people, to encourage them to leave their comfort zone and take risks. That’s how a team grows and projects reach the next level. Needless to say, you have to surround yourself with the right people. Even better is when people on your team are the experts in their field. Delegate so these experts contribute their points of view, and they will certainly move the project forward more effectively.”</p><p>To build this kind of trust, Zakia recommends that we “listen with empathy, but above all, stay true to ourselves. There should be no disconnect between what we say and what we do.”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/68470527e2577e809cea04f8_interview-cite-en-04.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>The concepts of empathy and integrity recur frequently. “Empathy, integrity and listening skills are, I think, essential qualities in a good leader. And I’m pleased to say that I notice these qualities in Spiria’s management team,” says Julia.</p><p>Laura maintains that good leadership starts with listening, experience, and effective speaking skills. For Vanessa, this involves not only listening skills but also the ability to inspire and motivate. “A good leader leads by example. They inspire those around them, they challenge them, but above all, they listen. Strong leaders are transparent and own up to their mistakes. They are their team’s biggest fan and, when push comes to shove, they step up and stand up for their team.”</p><p>“Good leaders should have a clear vision of the assignment. They should be able to communicate this concisely while also incorporating the team’s ideas in the strategy. Easier said than done! Above all, it takes a lot of self-confidence to set clear and realistic goals,” explains Isabelle. “Also, a generous dollop of humility helps when adjusting one’s strategy to take into account the ideas that colleagues bring to the table.”</p><p>In the early ‘70s, Robert K. Greenleaf introduced the concept of “servant leadership.” Ever since she found out about it, Andreea is a vocal proponent. “Someone recently turned me on to the notion of servant leadership, and I wonder where it was my whole life! It embodies everything in a good leader: nurturing, present, at the service of the team, and especially, they get that they’re not the center of the universe. A project doesn’t go far with just managers with no worker bees, just as a company is only a logo without its employees!”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847052a378cc0db1508d777_interview-cite-en-07.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>And last, Erika thinks along the same lines. “A good leader makes room for colleagues to take risks, to make informed decisions and to develop their innate competencies. They trust their team and support it through thick and thin. Their approach to leadership is human-centered.”</p><p><b>What are your hopes and forecast for the future of the tech industry? </b></p><p>Obviously, our panel unanimously wants more women and more inclusivity in the field, especially in leadership roles. Erika brings ethics to our attention. “Just because you can do it doesn’t mean you should. We must be mindful of technology’s impact as it increasingly permeates our daily lives.”</p><p><b>What is your advice for the next generation? </b></p><p>Andreea: “Check your insecurities, imposter syndrome and tendency to want to please people!”</p><p>Laura: “Stay true to yourself and your beliefs.”</p><p>Isabelle: “Dream, work, stick to it and be giving! Hard work isn’t fashionable, but to feel pride in yourself, you have to surpass yourself, and that requires effort and perseverance!”</p><p>Julia: “In these chaotic times, we can’t underestimate the strength that comes from understanding our past. As with work, we learn from experience, our own and that of others. Ask for assistance, you don’t have all the answers. We are stronger and less pressured as a team. So reach out as soon as you feel the need for a helping hand.”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/6847052d086a552384a7559d_interview-cite-en-05.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>Vanessa: “Don’t let anyone, least of all yourself, dim your light. You have so much to offer, let it shine. You’ll inspire others to do the same. Don’t play in the hands of society that pits women against one another. We are stronger together.”</p><p>Zakia: “Do it! Leave your comfort zone and your beaten path, blaze your own trail!”</p><p><b>And finally, what inspires you?</b></p><p>Andreea: “The kindness and courage of decent people. The beauty of our planet. And the unconditional and guileless love that dogs have for their humans.”</p><p><img src="https://cdn.prod.website-files.com/67c06f07cfba9b0adb43e16c/68470531093915780512e0ad_interview-cite-en-06.png" style="width: 100%; border: none;" alt=" " title=" "></p><p>Isabelle: “I’m inspired by people who have simple yet innovative ideas that help their community and society as a whole. I’m so impressed with those who find a way to execute a project that initially nobody believed in. You know, those stories about people who persevered to realize an impossible dream. I’m a sucker for all stories about passion, courage and perseverance, and I try to include those values in my journey.</p><p>Julia: “People working together, helping each other, and having fun while doing it. Work hard, play hard.”</p><p>Laura: “Seeing women fight to abolish stereotypes. Noticing the freedom of speech around feminist concepts and approach in general — and for once, this is where I find that social networks have an immense power of positive influence. And to witness that change. Slowly, for sure, but it’s shifting.”</p><p>Vanessa: “I’m very inspired by the immigrant women in my family and those I’ve met throughout my life. The reason I’m here in this country today is because of the sacrifice and arduous work of Carmen Estrada, my grandmother. I often think of her when things get difficult. She fought to work at a bank when she was quite young. She supported her family financially after her father was murdered for speaking out against the dictatorship in Spain. Everything she did, she did it for her family. To me, she was sweet Grandmother, but as I grew older, I realized the extraordinary strength this woman had. On a lighter note, I’m inspired by the kindness of strangers. When they seemingly have nothing to gain, it’s truly a good deed.”</p><p>Zakia: “Challenges. To feel that you can make a difference in the quality of people’s lives and in their professional development. And especially, to make their work life more motivated and fulfilling.”</p></div>

<div><p>The Docker Hub database projects that first struck me were PostgreSQL, MySQL, MongoDB… And then there were the devops tool: Jenkins, SonarQube, Maven, etc., which I had heard of so often. Then, the programming languages: GCC, Golang, Rust,Julia. Linux distros, web frameworks, analytics… you name it. The list of dockerized technology is long.<br> <br>Each project through Docker Hub follows the same pattern: multiple versions, basic commands, a link to the source project web site, a configuration to get the user started, and warnings where applicable.<br> <br>The projects have a single point of configuration and a single persistent data location on the host drive, usually set up as a volume outside the container. This addresses some issues that plagued legacy systems, such as configuration parameters spread across multiple locations (registry, env vars, ini, xml, json files) and db parameters. This is such an improvement. It makes it a lot easier to learn the configurations and eases the adoption curve.<br> <br>Comparing two configurations or versions of the same framework on the same host used to be nearly impossible. Now, it can be done. One dockerfile/docker-compose per configuration, a couple of port numbers, and a volume location change – that’s all you need!<br> <br>You get the point, right?<br> <br>The benefit of this normalized ecosystem is that anyone can quickly learn a tool. It won’t make you an expert, but with the tutorials and digital courses available on the web, you will become proficient. This will accelerate the learning curve of dockerized-technology.<br> <br>Docker seems to privilege open-source projects, as these clearly outnumber the proprietary software on Docker Hub. I suspect software providers have already flagged this, given the number of proprietary software images that have started to appear on the hub. This will put pressure on cloud providers to integrate Docker containers in their service offer. Sure, some cloud providers already offer some form of support, but is this support as easy to use as Docker itself?<br> <br>Docker might come across as not always suitable for production, mainly for security reasons. Docker dev team would do well to address those concerns and to simplify its security configurations. <br> <br>Docker’s didactic qualities make it the platform to successfully deliver a technology — especially an open source one — to the public.</p></div>

<div><p>The first two editions of <i>inSpiria</i>, held on our 10^th and 15^th anniversaries, were in fact mainly social events. As we grew to encompass multiple offices and projects, it became more important to gather to meet distant colleagues, some of them for the first time. While the second edition featured more learning activities than the first, it was still first and foremost a social gathering.</p><p>Then COVID19 happened.</p><p>Overnight, all Spirians started working from home. Fairly quickly, we decided to fully embrace hybrid work policies. Whenever our local governments allowed it, we reopened our offices but did not enforce physical presence. You could work in your pyjamas every day (ideally at home!) if you wanted to. Because of this policy, we started recruiting across Canada, which in turn further reinforced our hybrid work policies.</p><p>Which brings us back to <i>inSpiria</i>. Originally a once-every-five-year event, we toyed with the idea of making it annual. Midway through 2020, when most everyone worked remotely, it became apparent that we had to do something. So we adapted and came up with the virtual conference format used in 2021 and 2022.</p><p>These four days are absolutely jam-packed. We have our own version of the ubiquitous Town Hall meeting, which we’ve named the <i>Broc ‘n Roll</i> (because, reasons), external speakers on a variety of topics, but where <i>inSpiria</i> truly shines is that Spirians step up to speak, host, present, organize, the works!</p><p>Communities of Practice gather to align and work on their various specialties, project teams showcase their awesome work in our Knowledge Fairs, everyone debates random topics during employee-favourite Unconference sessions … the event’s agenda has something for everyone.</p><p>Did we completely flip <i>inSpiria</i> from a social event to a learning event? Not at all! At Spiria, we truly believe in having fun. I’ve heard some employees describe it as “serious fun”: we definitely don’t take ourselves too seriously. Though learning events are social as well, <i>inSpiria</i> also includes exclusively social events, given the limitations imposed by online attendance.</p><p>Next year will mark our 20^th anniversary, which coincides with the five-year mark since our last in-person <i>inSpiria</i>. Our plan, health safety rules permitting, is to hold a fully hybrid event. Spirians who wish to gather at a yet-to-be-disclosed location will be welcomed, and we’ll ensure that we have live feeds of key events for our remote, pyjama-wearing colleagues.</p><p>This type of event is not cheap, and the hybrid version will be even more expensive. However, we strongly believe there’s a better way to look at it: <i>inSpiria</i> is not an expense, it’s an investment! We are constantly working to improve the CX (Customer eXperience) we provide, and our NPS scores justify those efforts. We think that a strong CX requires an equally strong EX (Employee eXperience), and <i>inSpiria</i> is but one element of this experience.</p><p>Besides, what’s the point of it all if you’re not having fun?</p></div>