Lean/Agile methodology
We have adapted the key principles of Agile, Lean and Scrum to the way our organization works, so we want to clarify a few concepts. We think it's important to explain what they mean to us, whether you've already worked with these methodologies or they're new to you.
We have adapted the key principles of Agile, Lean and Scrum to the way our organization works, so we want to clarify a few concepts. We think it's important to explain what they mean to us, whether you've already worked with these methodologies or they're new to you.
Our Agile methodology
After years of study and conferences, we adopted the key principles of Agile, Lean and Scrum and created a version of the method tailored to the needs of our team and the context we work in as a digital partner and multi-project agency.
We keep learning and staying up to date to this day: continuous adaptation is the founding principle of our methodology.
Interview
First, we ask questions! This is the first hands-on step: a one-on-one meeting with the client where we want to learn every "what" and "why" of the project. Based on the answers, we put together a document to share with the rest of the team, giving them the big picture of the work ahead.
First, we ask questions! This is the first hands-on step: a one-on-one meeting with the client where we want to learn every "what" and "why" of the project. Based on the answers, we put together a document to share with the rest of the team, giving them the big picture of the work ahead.
Brief
The project kickoff meeting, where the client shares their vision with the whole Cantiere team involved in the project. The goal is to discuss and ask questions to get to the heart of what needs to be built. It's a crucial moment in which everyone interprets the project's needs and we start imagining how to bring our expertise to it.
The brief has a fixed, non-negotiable length, usually a full or half day depending on the project's complexity.
The project kickoff meeting, where the client shares their vision with the whole Cantiere team involved in the project. The goal is to discuss and ask questions to get to the heart of what needs to be built. It's a crucial moment in which everyone interprets the project's needs and we start imagining how to bring our expertise to it.
The brief has a fixed, non-negotiable length, usually a full or half day depending on the project's complexity.
Weekly Sprints
Development happens in work cycles called Sprints, lasting 1 to 2 weeks at most. To avoid getting sidetracked, every phase is time-boxed and cannot be extended. The client decides the features, the team assesses feasibility, and the team commits to delivering a subset of features for the next sprint. That's how a goal is set, along with everything needed to reach it.
Development happens in work cycles called Sprints, lasting 1 to 2 weeks at most. To avoid getting sidetracked, every phase is time-boxed and cannot be extended. The client decides the features, the team assesses feasibility, and the team commits to delivering a subset of features for the next sprint. That's how a goal is set, along with everything needed to reach it.
Stakeholder
The point of contact chosen by the client, who takes part in sprint planning.
Reports project progress to the client and, in turn, relays any changes in goals and strategy. Makes no decisions, neither technical nor strategic.
The point of contact chosen by the client, who takes part in sprint planning.
Reports project progress to the client and, in turn, relays any changes in goals and strategy. Makes no decisions, neither technical nor strategic.
Product Owner
The person with full knowledge of the product. Writes the stories in the backlog, accepts or rejects stories during demos and maintains a close, ongoing relationship with the stakeholder. Does not interfere with the team's choices.
The person with full knowledge of the product. Writes the stories in the backlog, accepts or rejects stories during demos and maintains a close, ongoing relationship with the stakeholder. Does not interfere with the team's choices.
Demo
During sprint planning, the team gives a live demo of the features built that can be considered complete and working. The product owner or client can use the product, see the work firsthand and check whether the story's goal has been met.
During sprint planning, the team gives a live demo of the features built that can be considered complete and working. The product owner or client can use the product, see the work firsthand and check whether the story's goal has been met.
Retrospectives
At 33% and 66% of the project, we hold meetings with the client to assess whether the work done is in line with expectations. Especially at the second checkpoint, when the work is well underway, we can make strategic choices to optimize the workload and reach the goals, without ever facing unexpected changes to the agreed budget.
At 33% and 66% of the project, we hold meetings with the client to assess whether the work done is in line with expectations. Especially at the second checkpoint, when the work is well underway, we can make strategic choices to optimize the workload and reach the goals, without ever facing unexpected changes to the agreed budget.
Additional resources
Dive deeper into our Agile methodology on our blog
