Software Development Team Roles and Responsibilities You Should Know

After writing an article about the dedicated software development team, we felt it would be helpful to explain the positions in more depth. This article talked about IT stereotypes and mistakes that people make when they talk about the difference between developers and team leaders.

Role Descriptions

1. Developer

Specifications:

• making software algorithms
• is not liable for the result’s applicability or financial concerns.
• hired for the job.

The management assigns the job of automating a procedure to the developer of the Software Development Team. This function is now integrated with others, as indicated below.

2. UX Designer (UX)

Specifications:

• creates user experience maps;
• is in charge of the outcome but not the financial risks;
• hired for the job.

This job looks at how people think about the program that is being made. They show how the software is usable, useful, and effective. Take a look at and evaluate the software’s procedures and situations.

This steering wheel is commonly confused with the function of UI Designer (see below). UX vs UI Designer varies not only in topic, but also in thinking style. Usability and design are secondary in UX Designer.

3. UX Designer (UI)

Specifications:

• produces the interface’s visual component;
• is not liable for the result’s applicability or financial concerns.
• hired for the job.

This position creates the user interface’s visuals. The UI designer’s major aims are intuitive perception, simplicity, usability, and beauty.

4. QA (QA)

Specifications:

• result checking
• is not liable for the result’s applicability or financial concerns.
• hired for the job.

QA tests everything, no matter how odd it may seem. A QA specialist’s methodical methodology enables you to test both the program code and the user experience maps.

A QA specialist’s job also requires planning, that is, the ability to create a test plan, execute it, and report on it. From my experience, there are numerous QA professionals, but few have a systematic approach, the essential knowledge, and abilities.

5. Human Resource (HR)

Specifications:

• is involved in the initial selection of applicants.
• liable for the outcome but not for the financial hazards
• hired for the job.

HR is involved in the initial selection of applicants based on needs and maintains the transparency of all interview stages. HR’s tasks frequently overlap with the next function, which is usually construed as the company’s management desires.

6. Lead Team

Specifications:

• Managing a team of experts;
• is in charge of teamwork but not financial risk;
• hired for the job.

The Team Leader keeps the team happy and productive. This function does not need extensive knowledge of the team’s work. For example, a Team Leader in a development group does not need to be a programmer; knowledge of labor organization and production processes is sufficient. In reality, the most experienced programmers are placed in this role, which is a typical management blunder.

7. Tech Leader

• chosen technological solutions with care;
• responsible for the outcome but not for the financial risks;
• hired for the job.

All Leader jobs are different because they are all learned in a team (see above).

8. Scrum Lead

With the introduction of Scrum, Agile, KanBan, agile processes, and other theoretical knowledge, the Scram Master job has been allocated to development teams.

Specifications:

• accountable for competently using one or more flexible methodologies (often not even applicable to Scrum);
• liable for the outcome but not for the financial hazards
• hired for the job.

9. Project Manager

Specifications

• starting, managing, and delivering design work
• has the entire responsibility for the outcome, but just partial financial risk;
• hired for the job.

This is a process manager’s job. The Project Manager initiates, directs, controls (quality and efficiency) and completes the project. The Project Manager usually handles the project money. If the project is completed quicker than expected, the project budget is not entirely consumed, and a portion of the remaining funds is handed to participants as bonuses. The Project Manager also handles distribution.