Quanto Custa Construir Um Aplicativo

By Jeff Francis Co Founder & Coo, Posted December 2013

 

Um dos maiores e mais proibitivos problemas para desenvolver o seu próprio aplicativo e o custo. De saída para fazer um calculo concreto seria avaliar com antecipação os ganhos versus o custo para desenvolver e dar manutenção. De acordo com várias pesquisas e estudos, inclusive de cias lideres como a Forrester, os custos são somente uma ponta do iceberg. Assim que VC começa a especular para construir o aplicativo dos seus sonhos, ira achar algumas pequenas coisas, que VC poderia fazer melhor, ou UI atualizações as quais poderia fazer mais intuitivamente, ou verificar a mais recente do Google pra Android; ou da Apple que mudou a mais nova geração de atualizações em iPads. De qualquer maneira, mais de 80% do pessoal de IT votados pela AnyPresence, percebeu que em suas empresas as atualizações estavam sendo feitas pelo menos duas vezes ao ano. Um terco dos respondentes estavam postando novas atualizações a cada mês. Forrester estima que somente 33% da vida e dos custos de quaisquer aplicativos são cobertos pelo desenvolvimento e investimento inicial. Isso e uma barreira enorme para muitas cias e foi confirmado.

Os aplicativos não são uma experiência que VC pode brincar, e saberá ver isso com o mercado respondendo. O futuro das empresas, e a mobilidade  serão somente para as cias que realmente se comprometem e integram estratégias moveis com eficiência irão progredir neste panorama nos meses e anos porvindouros. Entao, desenvolver um aplicativo brincando, e inaceitável nos tempos e nas atmosferas modernas.

Ademais, para desenvolver um aplicativo que represente somente uma parte do custo total, a maioria das cias que procuram trabalhar com um parceiro de soluções moveis (ou ate um desenvolvedor de aplicativos se VC quer mais do que uma relação vendas e clientes) mas não sabe qual o tipo ou variação de custos dentro do qual um aplicativo poderia ter. Existe um numero enorme de  fatores a considerar, todos os aplicativos são diferentes de alguma maneira. Como tal, não há previsões perfeitas para isso. No entanto, nos podemos fornecer a VC algumas formas de quebrar as complexidades e por conseguinte desenvolver esforços e requisitos.

Para seus níveis mais básicos, os aplicativos podem ser feitos em questão de horas. Qualquer apresentação que VC queira ou estilo desejado, relação de trabalho, vai demandar que seu parceiro ou desenvolvedor adote um numero de horas que uma cia precise para completar o projeto. Algumas cias podem querer uma estimativa de custos baseadas na apresentação que VC queira. Outras podem pedir suas especificações e simplesmente lhe dar uma cotação básica. Apesar do método empregado, cada cia esta fazendo um calculo interno sobre quantas horas elas antecipam ( baseadas nos requisitos da apresentação que VC deseja e de quaisquer complexidades de softwares ou interação de hardwares ou API integração ) recursos os quais aquela cia vai ter que utilizar para realizar seus objetivos. Assim então, nos podemos quebrar as dificuldades conjuntamente.  

Todas as apresentações que o seu aplicativo incorpora iguala a um certo numero de design, programações, e gerenciamento do projeto, QA, e revisões de horas. Quanto mais apresentações VC quiser, mais horas para realização de todas elas, e mais caro o aplicativo vai custar. Quanto mais complexa a apresentação, mais horas serão exigidas e mais caro o aplicativo vai custar. Assim sendo, a relação de trabalho ideal com qualquer vendor ou parceiro, seria com alguém com vontade de desenvolver ou com aptidão para cada uma destas apresentações, cruzadas com as referencias de custo por hora trabalhada. Desta maneira, VC podera obter uma visão granular de onde os custos mais altos estarão. Se o seu parceiro fizer isto para VC, VC poderia tomar decisões informadas a priori de quais apresentações são as mais importantes ou quais VC pensa que poderia retirar para economizar os custos.

A maioria das pesquisas de mercado que tenho visto, divide as categorias de aplicativos moveis em três partes :

·        Baixo nível de complexidade, lista de apresentações menores, geralmente uma plataforma de mobilidade: custo, cerca de 50.000

·        Medio nível de complexidade, lista de apresentações medianas, 1- 2 plataformas custo de 50.000 a 150.000

·        Alto nível de complexidade, grandes listas de apresentações, 3 ou mais plataformas moveis, custo 150.000 para cima.

A variação dos custos entre a media e a alta complexidades pode variar um pouco dependendo da visão que VC tiver, mas geralmente e de 100 K + ou 150 K + . Para ser mais realista, para um contexto mais empresarial as soluções de alta complexidade moveis seriam por volta de 150.000 +. Mas esta categoria podera não estar muito clara, mais por conta de VC não saber onde seu aplicativo ira falhar sob o spectrum inicial.

Por exemplo se VC quiser construir um aplicativo que simplifique interfaces com seus dados já elaborados e que possa analisar estes dados, ai então mostra as informações que VC quer através de um tablet, com somente uma plataforma, fica bem mais simples, (se a base de dados for bem desenhada, e o hardware ou o software não forem muito difíceis para integrar).

Se VC quer construir um aplicativo para o setor de vendas que suporte dados acumulados e integração com hardwares e leitores de cartões de credito, API suporte para pagamentos e protocolos de segurança para pagamentos com cartões de credito, integração de dados e cartões com backend, e parcerias sociais¿  Isso tudo vai cair na segunda opção de custo e chegar na casa dos $ 50.001 ate $ 149.999 dependendo de quantas apresentações VC presume necessárias.

Se VC decidir por um aplicativo que tenha todos os CMR que quiser, uma solução de cima pra baixo, inclusive microfones e integração com câmeras dentro da aplicativo, e aprender com os algoritmos, integração com os backends, relatórios de medições métricas sob medida de performances, arquivos de grupos editáveis, gerenciamento dos dispositivos individuais, logins individuais, níveis de protocolos de segurança variáveis baseados em departamentos de funcionários, divisões, titularidades, requerimentos VPN por dispositivos ou por aplicativos, então VC estará procurando por um aplicativo muito complexo. Muitas destas características são absolutamente necessárias para o seu aplicativo final, mas VC deve saber que qualquer apresentação que queira adicionar, e cada uma destas apresentações irão necessitar de mais e mais expertise para realizar, mais alta a zona de alcance. Isso não e uma coisa ruim para conseguir ou esticar, porque VC estara construindo uma solução mais útil, segura e mais compreensível. Mas na medida que seu aplicativo se torne melhor, ira requerer mais para construi-lo. Entao, na medida que VC encontrar uma solução móvel ou uma parceria com a disciplina necessária e mais bem pensada para prever cada apresentação por hora ou recurso, VC estará apto para prever e escolher as apresentações, e não conseguira  mais viver sem elas ou fazer um novo upgrade, v2.

Esteja alerta para um conselho inteligente --- mesmo que VC encontre tal empresa e faca as melhores escolhas para o seu negocio, sempre esteja aberto para ajuda, suporte, atualizações e melhorias continuas que sempre requerem mais e mais capital do que o v1 do aplicativo anterior. Saiba que ao escolher construir um aplicativo, sempre sera um investimento de longo prazo para solidificar o seu lugar dentro do objetivo de conseguir que seus consumidores tenham uma vida digital e a mantenham. Não se trata de mais alguns dólares extras para gastar, mas ao invés disso, trata –se de VC construir uma solução integrada, a qual vai testar o tempo e gerar retornos para seus negócios por anos afio, no futuro.

BH 09 08 2015   

 Uma pequena informação, quando compartilhada pode percorrer um grande caminho, mas acaba sempre encontrando seu legitimo destinatário !!!

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How A Global Soccer Club Wins In The Digital Economy

By Franck Cohen, Published on August 6, 2015

1

The digital economy is helping savvy companies leap forward — and wiping out others. Just look at Uber. And the digital revolution will continue to evolve at incredible speed. It’s expected that by 2020, a staggering 50 billion devices will be connected.

Winning in the digital economy will take a combination of different technologies:

·         Mobile, which is hands down every company’s preferred device

·         Cloud computing, which is becoming a reality everywhere

·         Social networks, with people sharing their experiences around the globe

Another technology that’s necessary to win in the digital economy is Big Data. That’s because organizations must be able to manipulate and leverage massive amounts of data, both structured and unstructured, and either on your own premises or on the Web.

City Football Group is such an organization. The Manchester-based holding company owns a network of soccer-related businesses, such as high-profile professional clubs, academies, technical support and marketing companies.

A new technology partnership with SAP will help CFG harness the power of big data with the latest cloud and in-memory computing technology. This will increase CFG’s operational efficiency by improving the organization’s budgeting, planning and forecasting, as well as ticketing and merchandising — CFG’s entire supply chain, so to speak.

The new partnership will also help personalize the fan experience, allowing CFG to learn more from data about its fans, what they like and what they don’t like. As similar experience with the NBA and NHL shows, fans now want to know more about the games they love; they want to know the statistics; and they want to know about the players.

The time is now to offer fans the ultimate soccer experience as well.

The same cutting-edge big data analytics that helped the German National Soccer team win the last World Cup will now enable CFG to invent new ways to improve the performance of players, teams and coaches. They will also have the ability to develop tools for talent detection, helping scouts with the right data detect the right talent. Other tools will help CFG understand more about preventing injury, and help coaches better understand their players strengths and weaknesses during training sessions, to improve their performance during the matches.

Clearly CFG is not just sitting on the digital economy’s side lines. It is co-innovating with a trusted partner to invent new technology that will transform soccer for players, for clubs and for millions of fans around the globe.

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Can You Innovate For Social Good AND Profit? Yes, With These Three Skills

By Shelly Dutton, Published on August 4, 2015

1

Everything and everyone on this planet is impacted by technology one way or another. Amputees are receiving personalized prosthetics with the creative use of 3D printing. Hydrogen-powered fuel cell vehicles promise a more sustainable, accessible way of transportation. Precise agriculture hopes to feed a growing population despite dwindling natural resources. Then there are artificial intelligence, next-generation robots, and sensors automating mundane and sometimes hazardous aspects of our jobs.

However, with every good technology there’s always potential for misuse. We’ve all heard the stories. Governments are tracking unsuspecting citizens. Fear of robots sending millions to unemployment lines is settling in. Even Stephen Hawking and Elon Musk warned about the potential dangers of autonomous weapons – including assassinations, national destabilization, subdued populations, and selective killing of targeted ethnic groups – if placed in the wrong hands.

Knowing such risks, should we fear technology innovation entirely? Not quite. As Melinda Gates wrote in her recent New York Times op-ed, “Technology is neither good nor bad, but it is powerful. It’s up to the people who develop and use it to determine what effect it has on the world. It’s our job to encourage innovators to use their power in ways that improve the world.”

The social good and profitability goes hand in hand: 3 ways to balance it all

The key is to search for solutions that solve problems and add value to the global society. By infusing collaboration and an agenda powered by passion (not multinational shareholders) into the core culture, companies can yield better results for the social good of everyone they touch as well as the corporate bottom line.

In a paper published this year, the European Commission detailed the emergence of social innovation that encompasses open source communications, the maker movement, and corporate citizenship. Not only does this approach create economic growth and employment opportunities, but it also represents a new model that fosters environmental sustainability, equality, and social inclusion. The reward for respecting each of these areas? The right to profit.

How can your business strike a balance between the social good and profitability when it comes to innovation? The European Commission advises three focus areas that can help show you the way.

1.  Democratization of innovation. Technology is typically at its best when a new wave of change is ripped from the grips of companies, governments, and other institutions and handed to the general public. This is why the Internet has become so revolutionary. What started as an interesting business tool has now become a way to democratize publishing, broadcasting, and communication. Just think: Amazon, WordPress, Netflix, Hulu, among others would not exist without the Internet. If you want to innovate and deliver products and services that your customers cannot live without, you should democratize with open innovation strategies and platforms for collaboration.

2.  Supply chains for good. While the latest digital technology pays particular attention to creating sustainable, safe supply networks, information generation and analysis are still weak in many enterprises. And this is despite the rallying cry from consumers that businesses should do better if they want their wallet share! With a concerted focus on brand integrity, social impact, consumer behavior, and supplier decisions, everyone in the business network can manufacture and deliver goods while bringing value to the social good every step of the way.

3.  Corporate citizenship. The social contract between companies and the communities they serve is changing how the entire business world operates as customers and activists become more vocal – thanks to social media. Even startups tend to focus on the expectations of the whole society. To stay competitive, businesses of all sizes and industries must consider incorporating social and environmental concerns at the center of their business strategies and decision making.

 

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Fractal mathematics used to explain #14 - Momentum Effect in stocks Wednesday, 22 July, 2015

#14 - Momentum Effect in Stocks

Authors: Berghorn, Otto

Title: Mandelbrot Market-Model and Momentum

Link: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2620112

Abstract:

Mandelbrot has significantly contributed in many ways to the area of finance. He was one of the first who criticized the oversimplifications centered around the early stochastic process models of Bachelier utilizing normal distribution. In his view, markets were fractal and much wilder than classical theory suggests. Additionally, he was a profound critic of the efficient markets hypothesis. Particularly, his work of fractional Brownian motion showed that the independence claim made by that hypothesis is not valid; in addition, he proposed a multi-fractal asset model to reconcile for effects observed in the market. However, it is also known that his vision of fractal markets used fractal trends. Recently, we were able to show that the scaling behaviour of trends, as defined by a specific trend decomposition using wavelets, are the root cause for the momentum effect. Additionally, we were able to show that these trends have fractal characteristics. In this work, we will revisit Mandelbrot’s vision of fractal markets. We will show that the momentum effect discussed heavily in literature can be modeled by the so-called Mandelbrot Market-Model. Additionally, this model shows, from the risk side, that markets are wilder because of trend structures compared with classical models. In conclusion, we derive what Mandelbrot always knew: There are no efficient markets.

Notable quotations from the academic research paper:

...

 

"Recently, in Berghorn (2015, Trend Momentum, Quantitative Finance, Volume 15, Issue 2, 261-284), we were able to show that the momentum effect is caused by trends in asset price data. Trends, are not mathematically defined in general and the term „trend“ is often used ambiguously. In Berghorn (2015, Trend Momentum, Quantitative Finance, Volume 15, Issue 2, 261-284) we used a special wavelet trend decomposition scheme to model price data into up- and downward trends. Particularly, we were able to show that, in accordance with Mandelbrot’s scaling analysis, so defined trends in price data are scaled with respect to the granularity level of analysis of that particular wavelet decomposition scheme.

Furthermore, the average trend sizes, as computed by the decomposition scheme, are following a power law. When we compared the power law exponents (measuring the average trend sizes) of random processes and the real world data, we were able to show that real world data structurally exhibits higher exponents. By mathematical experiments, we showed that the higher (so-called momentum) exponent (in real world data) is causing the momentum effect. Because the momentum strategy did not exhibit higher risks and had a significant higher return, we concluded that there are no efficient markets because the independence of asset returns is non-existent, and momentum strategies provide simple mechanisms to generate excess returns.

In the following, we will revisit some key components of Berghorn (2015, Trend Momentum, Quantitative Finance, Volume 15, Issue 2, 261-284). We use these to establish additional Monte Carlo simulations. Particularly, we test certain random process models by comparing the outcome of a classic momentum strategy with what we have observed with real world data. We will show, in particular, that non-stationary random walks (with piecewise varying drifts and volatilities) do not model momentum well. We will then use trend bootstrapping based on a recursive trend decomposition introduced in Berghorn (2015, Trend Momentum, Quantitative Finance, Volume 15, Issue 2, 261-284) and show that this type models the momentum effect quite well. We will analyse the trend statistics of that decomposition and will model price data as being constructed by a superimposition of trends. Under this model (and after taking the logarithm of the prices), the slopes and the sizes of the trends are drawn from a lognormal distribution. This is a natural extension of continuous returns and allows us to derive an analytical form for this type of process. We compare this construction and verify that it (although technically different) fulfils Mandelbrot’s vision of fractal markets. This so-called Mandelbrot Market-Model describes the mathematical characteristics enabling the momentum effect. Additionally, we show that market data under this model is wilder than what is usually assumed. Particularly, the shortfall risks of a buy-and-hold investment are significantly higher when we use this model compared to classical approaches. In that regard, we conclude that this model is better suited than classical approaches in literature, such as random walk or fractional brownian motion. Consequently, and in accordance with Mandelbrot’s analysis, markets are wilder and exhibit trending (modelled by that model) and, therefore, cannot be efficient."

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Individual Simplicity: Surprising Ways To Be Our Best

By Deanna Morris, Published on July 30, 2015

We all want to do a good job at work. We want to be productive and successful. However, business processes and company cultures can create complexities that hinder our ability to be our best. Simplifying things for our company and our customers is no doubt essential. But we also need to focus on simplifying things for individuals.

Individual simplicity unleashes potential and innovation, and ultimately impacts the bottom line and customer satisfaction.

A new eBook from the Jensen Group, “Building Simpler Corporate Cultures”, gives great insights into the necessity and benefits of individual simplicity.

Trust

In an organization, trust goes both ways. Leaders need to earn trust, and conversely, individuals want their leaders to trust them. According to Interaction Associates/IDG, only 4 in 10 employees trust their boss. Leaders can earn trust by walking the walk when it comes to creating a culture of simplification. Leaders can make simplification a priority and consistently reward simplification efforts. Inspire people to identify areas that can be simplified. Ensure that those efforts are recognized and rewarded to encourage others. Leaders should also be decisive and make decisions quickly when opportunities for simplification arise. Leaders in turn should trust employees. If employees are trusted, they are empowered.

Empowerment

The Jensen Group describes simplicity as power. Those with more power have it easier. Those with less power face greater complexities. For example, executives rarely have to spend lots of cycles submitting expense reports or following multi-step operational processes. Power, and therefore empowerment, will enable Individual simplification. Leaders should empower people to make decisions, take risks, and be ok with failure. Requiring multiple levels of approval and inspection creates complexity and is demotivating. Instead, leaders should take the role of facilitator or guide.

Engagement

According to Gallup, as few as 13% of employees are fully or actively engaged. Engaged employees are more likely to innovate, and that impacts the bottom line. People want to know that their work has an impact — when they see that, they become more engaged. Also, leaders can make work a fun place to be. People can perform tasks and work for any company or department, but they will perform their best and stay longer if they enjoy themselves.

Check in on the results

There are ways to tell if there is a culture of individual simplification. Leaders will see career development in employees, along with innovation and an increase in the number of people who enjoy their work. These traits are contagious, so one example of successful individual simplicity will proliferate across teams, departments, and the entire organization. Imagine an organization where everyone can do and be their best!

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