Often we will break quality down into business value attributes, things like performance, security, reliability, usability, maintainability and a whole load of other -illities.
The targeted business value will change on every project and often even during the project itself as more information comes to light so it is essential to have business value discussions early and throughout a project.
For example: Time to market is often a critical factor in achieving business value. In that context you may have decided that a MVP (minimum viable product) will offer the highest business value. A MVP, despite often not being feature rich, can very clearly be of very high quality.
However if “time to market” is a critical business value attribute and you are late and it results in a competitor owning your target market, it does not matter how many specification tick boxes you matched if your product ends up on shelf. Hence, you could say, your product is of low quality. This view remains a little controversial but it does help keep teams focused on value discussions over specification tick boxing.
As mentioned above this focus on business value particularly suits partnering for success with our clients, creating win/win situations and long term relationships with similar minded people who value high quality.
We take a highly collaborative approach to building software where delivering quality and business value is the responsibility of every team member.