We are following, advising and coaching agile practices, because we have tried it and it works (e.g. Scrum project managementTest-Driven Development). You can increase the productivity, focus and commitment of any individual or for the team, while maintain control and visibility. We believe and follow the principle: "What gets measured gets done."

We can coach you

We can coach your team, your organization to be more agile: from small, non-intrusive steps to full Scrum- and TDD-aware project teams. We have created a two-page executive summary of our coaching program, if you are interested in it, please fill out our contact form or write us an e-mail.

Are you agile?

You can check how agile you are with the follow test. It is a derived version of the famous Nokia Scrum test with notes and modifications from our own practices.
  • What is your shortest period of delivery?
If this period is larger than 4 weeks, your project plan and estimates contain very high risk, and possibly over-priced. If you are doing in a less than 4 weeks periods, you are doing iterative development.
  • Do you start working before the specification is finalized?
If not, chances are that you will burn precious time to wait for final specs, not doing anything, and as soon as you have it, the price to change something will increase as time passes. The users and/or clients will always change their mind - be open to it.
  • Do you have a total ordered list of things that should be done?
If you would have only one person that works for you, what is the order of the tasks (s)he should work on? You cannot mark everything as high priority, and this forces you to think about where the real value is. As a side-effect your team will deliver the highest possible value in the shortest amount of time.
  • Can you plan with your team together?
Project managers tend to see themselves as wizards in the ivory tower. It is extremely rare that they can estimate the project reliably without the involvement of their team. And what would be a better place for such involvement than at the beginning of each iteration, the team member will follow the total ordered list and estimate the time requirements as soon as they select their tasks.
  • Can you follow the progress of your team?
If you have "work-in-progress", "65% of XYZ screen" in your project summary, chances are you have no real clue what is going on in your project. Allowing only "open" and "closed" status, working with general complexity metrics (story points) will produce followable, easy-to-visualize and correct progress-charts and estimates for you, your team and your managers as well. 
  • What kind of tests do you have during the development or at each delivery?
If you do not have unit tests, integration tests or user acceptance tests, it highly likely that your project accumulates technical debt and contains lots of bugs - you just don't know it yet.
  • Are you brave enough to write tests upfront?
Every specification is ultimately a test and the software product needs to pass it. It is up to you to decide and write your tests (and specification) in a way that can be automatically executed and checked.
  • Who is the proxy between your team members and project managers / clients /  users?
If your team members are easily disrupted, their time, concentration and commitment will decrease in a very steep curve. Do not let anyone to do that.