Single Sign-On for Spotler Group

Introduction

We have been working with the Spotler Group for over 3 years. After starting work on the Email Editor project, the client invited us to collaborate on the creation of the Single Sign-On system.

Focus

Objective

To create an SSO system that would unify various products of the Spotler Group under a single brand.

Needs

Approach

We started with discovery workshops, during which we received both technical information about the projects that the SSO would cover and a specification of business requirements.

The results of the workshop provided a basis for conducting an extensive review of commercially available SSO solutions. We presented the advantages and disadvantages of each solution to the client’s Steering Group. After selecting a core solution, a draft of the proposed architecture was prepared. Until that time, the process had been supported by our architect, who had already created similar solutions for other clients.

We used lessons learned from previous projects to avoid potential pitfalls. The next step consisted of the implementation, first of the MVP version and then of the testing phase. The verification of the MVP version was conducted simultaneously with the onboarding of the technical support staff, who provided additional feedback on the part of the application responsible for handling user requests.

The next stage involved deploying the solution to the production environment and beginning the onboarding of customers. Throughout the entire process, our team not only improved the solution but also provided assistance to the teams responsible for specific Spotler Group products in integrating with the SSO system.

In managing the work of the development team from ArdentCode, we used the Kanban method. The entire process was supervised by a manager from Spotler.

During the project, we delivered weekly progress reports. Initially, the reports were presented to the Steering Group, and later to the CTO and Head of Product Development at Spotler.

Key changes

Results

Conclusion

SSO enables improved security and therefore helps protect the privacy and safety of Spotler Group users. Ultimately, after the migration has been completed, the system will also enable a reduction in costs related to the maintenance of authentication systems.

5 proven ways to burn out the best ones

Let’s set some assumptions — ideally, articles about inappropriate management practices should not exist. But our daily reality is not a utopia, and burnout issues have been described from many perspectives and in many ways. However, to show how easy it is to lead the best people on the team to have a sense of futility, we present a ready-made recipe—applying these practices guarantees negative consequences, even in the short term.

1. Guess what I expect from you

Most misunderstandings and frustrations arise from gaps in communication. They may stem from managers’ failure to define the key areas for which team members are responsible. Another threat is the inconsistency in defining roles and responsibilities. Examples? One day, give an employee the feeling that they should take the initiative and that their suggestions are valuable. And shortly after, criticize them for their engagement and reduce them to a typical do-it role. However, when the project is delayed or problems arise, blame (and responsibility) should fall on the employee.

2. If I’m not criticizing it, It’s OK—don’t you know?

The highest form of praise is the absence of criticism? Great, if you want to smother any enthusiasm and engagement within your team. Some managers assume that the only form of feedback should be pointing out elements for correction or change, forgetting how important it is to appreciate positive aspects, progress, and development. Lack of appreciation is one of the most common problems in teams. An example from our backyard is a situation where an employee devoted all their energy and skills for weeks to meet expectations within the deadline. However, they received no feedback, so they took the initiative and proposed a one-on-one meeting. When they directly asked for feedback on their performance, they received a response that can be paraphrased as: “Don’t you know that if I don’t give feedback, it means that everything is OK?”

3. Don’t bother me, just get it done

Arrogant remarks directed at team members do not reflect one’s position or competencies but rather significant communication issues. It is worth noting that when involving an engineer with a specific specialisation in a project, it is necessary to trust their knowledge and skills. Pushing for an accelerated process or ignoring information about necessary solutions may result in the project’s failure. The consequence is burnout, manifested by indifference, a sense of powerlessness, and turning a dedicated specialist into someone who just blindly follows orders.

4. I say one thing but do another

There’s a known saying: “Paper will take anything.” But the moment of truth comes when it turns out actions don’t match words. Yet, consistency and responsibility are the key traits of leaders. Here, it’s worth citing an example we encountered in one of our collaborations. Specialists from ArdentCode faced a situation where the client’s representative often suggested ideas without specifying requirements. Changes in expectations, requirements, and vision were also frequent and unjustified for the project. Employees who were involved in this collaboration experienced a lack of stability in decisions. This created concerns since one of a leader’s roles is to provide a sense of stability and security, which are essential in effective and productive team work.

5. What are you saying? You’d better look at yourself

Gaslighting[1] may occur not only in romantic relationships but unfortunately also in professional situations. It’s enough to conduct conversations in a way that instills doubt in the recipient about their maturity, experience, skills, and knowledge. A representation of this status may be a situation where a specialist (yet again) takes the initiative to talk about the team’s situation, project, and the communication style of the project manager. To quickly and efficiently destroy their commitment, just do not accept the criticism backed by specific arguments (constructive criticism). To defend yourself, throw in something about a personal attack and lack of professionalism.  In this way, you will stir up guilt in the employee attempting to change the situation and admit that the problem indeed lies with them.

Summary:

Each of these attitudes will negatively affect the team. Combining them practically guarantees quickly burning out even the resilient and ambitious employees. The ironic tone of this article should not overshadow its real message — that the behaviour described above indicates a lack of leadership skills and improper selection of management methods. At ArdentCode, we place a strong emphasis on effectively preventing burnout among team members, even if they are affected by a negative style of collaboration with clients. We will write about these methods in our future materials.

[1]https://www.newportinstitute.com/resources/mental-health/what_is_gaslighting_abuse/

Sustainable team growth 

Concluding our series, this article is the final installment of a three-part series on building high-performance software development teams.

Achieving success is one thing; sustaining it is another. In this final installment, we’ll explore strategies for sustaining success and fostering growth within software development teams for a long-term success and continued innovation.

Nurturing talent

To achieve the growth and development of team members, companies need to invest in them. How? By providing opportunities for learning and advancement, mentorship programs and access to resources that foster professional growth. By nurturing talent from within, organizations cultivate a culture of continuous improvement and innovation. To prove the foregoing, at ArdentCode we have experts who have worked in the IT industry for over 15 years, which is meaningful, indeed.

Staying agile and adaptive

Today, agility is key. It is important to encourage a team to embrace change, adapt quickly to new technologies and market trends, as well as continuously iterate and improve their processes. By staying agile and adaptive, teams can respond swiftly to challenges and capitalize on emerging opportunities.

Leading by example

Being a leader forces us to lead by example. What is also important is to present the values and principles not only on paper, but also in daily working with a team, fostering a culture of transparency, communication and collaboration, providing a role model to employees. At ArdentCode annual feedback and review is created not only for the team, but for the board members and leaders, too, because there is always an opportunity to make changes. 

In summary, sustaining success and fostering growth within software development teams requires a multifaceted approach that encompasses talent development, diversity and inclusion, agility, leadership and resilience. By implementing these strategies, organizations can build teams that do not only achieve success in the short term, but also thrive and innovate in the long run, ensuring continued growth and success in an ever-changing digital environment.

Our series on building high-performance software development teams has emphasized the essential components of strategic recruitment, continuous growth, shared vision and collaborative culture. These elements are the key to empowering teams to navigate challenges, foster innovation and attain remarkable outcomes. By prioritizing creativity, sustainability and long-term success, organizations can cultivate thriving software development teams ready to flourish in today’s ever-evolving digital realm.

Zmiana CEO w ArdentCode 

Warszawa, 23.11.2023: Marek Gil, dotychczasowy Dyrektor ds. Rekrutacji w ArdentCode został Dyrektorem Zarządzającym (CEO), zastępując w tej roli założyciela firmy i prezesa zarządu, Piotra Dulaka. 

Zmiana podyktowana jest potrzebą rozdzielenia funkcji zarządczej w firmie od prowadzenia działań strategicznych i rozwojowych. Wpływ na nią ma stały wzrost liczby pracowników i idące za tym zwiększenie zapotrzebowania na rozwój działań operacyjnych. Równolegle, plany dalszego rozwoju firmy na rynkach międzynarodowych, generują potrzebę zmiany wewnątrz organizacji. Dotychczasowy CEO, Piotr Dulak, był w tej roli od początku działania ArdentCode, tj. od 2000 roku. Obecny CEO, Marek Gil, objął tę funkcję 1 października 2023 r, a 2 listopada dołączył do zarządu Spółki ArdentCode I Sp. z o.o., jako wiceprezes. 

Marek Gil jest absolwentem Wydziału Informatyki i Zarządzania na Politechnice Wrocławskiej, ze specjalnością inżynierii oprogramowania. Przez niemal 20 lat związany był z firmą z sektora bankowego, a następnie z branżą BPO/CEM. Zarządzał infrastrukturą i usługami informatycznymi, budował i prowadził zespoły IT, pełnił role kierownicze i dyrektorskie. Od 2017 roku związany z ArdentCode, łącząc role zarządzania infrastrukturą i usługami IT z prowadzeniem działu rekrutacji. 

Dzięki bogatemu doświadczeniu Marka, ArdentCode będzie nadal rozwijać się jako firma, która jest partnerem oferującym swoim Klientom wysokowydajne zespoły i doświadczenie pracujących w niej ekspertów. Nowy Dyrektor Zarządzający wzmocni strukturę organizacji dogłębnym zrozumieniem potrzeb zespołów technologicznych oraz koncentracji na dojrzałych procesach. 

Change in CEO at ArdentCode

Warsaw, Nov. 23rd, 2023: Marek Gil, the former Director of Recruitment at ArdentCode, has become the Managing Director (CEO), replacing the company’s founder and chairman of the board, Piotr Dulak.

The change is dictated by the need to separate the managerial functions within the company from strategic and developmental activities. It is influenced by the steady increase in the number of employees and the resulting increased demand for the development of operational activities. Concurrently, plans for further development of the company in international markets are generating the need for internal organizational changes. The outgoing CEO, Piotr Dulak, has been in this role since the inception of ArdentCode, i.e., since 2000. The current CEO, Marek Gil, took over this position on October 1st, 2023, and joined the board of ArdentCode I as vice president on November 2nd.

Marek Gil is a graduate of the Faculty of Computer Science and Management at the Wrocław University of Science and Technology, with a specialization in software engineering. For nearly 20 years, he was associated with the banking sector, and then with the BPO/CEM industry. He managed IT infrastructure and services, built and led IT teams, and held managerial and directorial roles. Since 2017, he has been associated with ArdentCode, combining the roles of managing IT infrastructure and services with leading the recruitment department. 

With Marek’s extensive experience, deep understanding of the needs of technology teams, and focus on mature processes, ArdentCode will continue to grow under new CEO’s leadership as a company and partner delivering high performance experts and teams.