Agile

Agile methodologies (because this is what the term Agile means) allow teams around the world to increase their productivity and significantly reduce the time needed to achieve business results. They belong to the “easy to learn, hard to master” work methods, i.e. easy to learn but hard to master.

Agile allows you to achieve truly phenomenal performance – not only in the programming industry – but also requires a lot of awareness and discipline from the team. By putting independence and cooperation above rigid processes and hierarchy, it allows you to transfer responsibility to the team, which results in a greater commitment to work and better results.

Benefits

More Control

By dividing the work into iterations, you gain more control over the software development process and make it easier to make changes to the project.

Higher Quality

Working in Agile means not only improved productivity but also higher software quality, because the software is tested and checked by stakeholders with every iteration.

Higher ROI

Thanks to the ability to respond flexibly to market needs and to make updates quickly, customer satisfaction rises, ensuring a higher return on investment.

Agile with Almarise

How can we help you?

If your organization wants to start working in Agile, we can organize training for employees and provide support in the process of transition to agile methodologies, as well as help in the organization and optimization of production processes within the organization. In addition, we offer a number of tools to support work in Agile.

It is worth noting that working in Agile isn’t a goal itself.

Agile methodologies were created in response to the very specific needs of clients and development teams to allow for more effective cooperation, quick adaptation to changing business conditions, efficient use of resources while maintaining respect for employees and business partners as well as achieving customer satisfaction.

Agile Principles

Customer Satisfaction is the Goal

This point may seem trivial, but it is worth taking a closer look at it. In what situation will we achieve customer satisfaction? When it receives valuable, working software (or other solutions, depending on the industry), delivered at regular intervals. These intervals are called sprints and can last from a week to several months. In general, the more often the better, although at the same time it is absolutely necessary to avoid setting impossible goals.

Working Solution is a Success

Instead of creating complicated constructions that will not be able to work independently for many months, it is better to focus on simple, working solutions. If the software cannot be started, even the most impressive of its features will be useless.

Direct Communication

Instead of delegating everything by phone and email, the team meets face to face. In addition, all stakeholders (management board representatives, client representatives, etc.) regularly cooperate with the team and with each other during the project. Without continuous feedback, the project will certainly not respond to customer needs.

Friendly Work Environment

By entrusting employees with tasks that match their competencies and trust that they can handle them, agile methodologies create motivating jobs. The best solutions come from teams that organize themselves and show their own initiative. This approach gives all team members the opportunity to grow.

Focus on Change

Agile methodologies allow for a quick change in the project, allowing it to be adapted to e.g. dynamically changing business conditions. By dividing the work into smaller pieces, the change is less costly than for huge, monolithic projects. In addition, it provides the customer with a competitive advantage.

Pursuit of Ever-greater Efficiency

Working in agile methodologies means continuous self-improvement. It is not about turning up the standards until the team stops working on them, but about a retrospective approach to their work, analyzing weak points and correcting them in accordance with the conclusions drawn.

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