WHY do we actually do it

 

Because it's nice, well paid and moreover even meaningful work. You can fulfill people their wishes. You can do what you already know well and at the same time not to be bored, because there are still arrising new demands, new functions, new technologies, new customers... And when you take over some project from somebody who was really lame then the customers almost love you. You can travel a bit, meet new people, talk in different languages. New solutions grow under your hands and they enable your customers to dedicate themselves fully to their own work instead of wasting their time by slow-paced data entering or searching for and processing information.

But all this applies only if you know your job, you want to do it properly and YOU HAVE CONDITIONS FOR IT. Otherwise you bustle about trying to solve the worst bugs, you're stressed, don't sleep, don't eat, risk your live on the passages from one hung-up customer to another and despite of all your effort it's quite exeptional to get a feeling that something went well and you can be pleased with the results of your work.

And that's the reason why I - being a former employee - have finally founded my own company UNLIMITED Ltd. in 2006. To establish a workspace which would allow me and my collegues to be satisfied with the results of our work. And sometimes perhaps even a bit proud of it.

There's a lot of conditions to be followed to have satisfied employees and customers, so I would like to mention only those which I see as the most crucial for our business

  • High-quality information system as the basis. However I consider services to be more important part of the supply then the software (and one customer can be quite satisfied and another utterly disgruntled with one and the same software), it's for sure much better to build up a solution on groundwork which is at least solid. 
  • Good Selection of employees and saying so long to those whose abilities will be more useful in some other area of human activity.
  • Thourough training of employees and their gradual engagement in real-life projects, starting with unsofisticated tasks, having available support from more experienced colleagues and being well supervized not to lose one's way.
  • No castles in the air built up during a few weeks - we do our best not to promise unreal terms which would lead only to customers dissatisfaction and employees exhaustion in the end.
  • Project management executed by people skilled not only in putting time slots one after another in the correct order, but having also thorough knowledge of the implemented system. It's good to stick to a standardized implementation methodology, not to skip or cheat important steps and milestones, but each implementation is unique and it's highly specialized and absolutely crucial task to prepare its schedule so that it will cohere and everything will perfectly fit together.
  • Documentation and testing. Nobody usually wants to do it - it's boring and rather manual work. But long-run experience tell us that both these tasks are really crucial. Each modification has to have a clear and detailed description, each has to be properly tested and the testing has to be - once more - documented. Possible subsequent problems can be reduced only this way. And this way also leads to faster tackling of those problems that arise anyway and to avoiding them in the future.

I will use motto of our Quality Management System Policy to sum it up: "We want to make money in such a way that not only company's owners, but also its employees, customers and other partners have pleasure from it."

And that's it.

Howgh.

Jan Dvořák

chief