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Some key concepts of our method of work

We have adapted the key points of Agile, Lean and Scrum to the reality of our organization, and we want to make a few concepts clear. We feel it is important to tell you what these are whether you've already worked with these methods, or whether they are new concepts.


Even before signing a contract, we ask questions! It is a one-to-one meeting with the client, we want to know all the "whats" and the "whys" of the project. Based on the responses we received, together we create a document to share with the rest of the team, to give them a general context of the request and evaluate what would be our best offer. Only afterwards, we decide together whether to start a working relationship.


It is the meeting where the staff of the customer talks about the visionary idea to the entire building team for the project, both graphic designers and developers. Everyone, then, based on the meeting, discusses and inquires taking an active part in what should be developed.

It is an important moment in which each individual interprets the needs of the project and figures out how to put their professional skills to work in the project.

Weekly Sprint

Development occurs in cycles of work called Sprint of a duration of 1 or 2 weeks. This is so as not digress, every phase is time-boxed with a strict deadline.

The customer decides the features; the team discusses and agrees to complete a subset for the next sprint, estimating its complexity. The goal is, therefore, defined and also the things necessary to ensure that this is being achieved.


The customer chooses someone to participate in the sprint-plan, the status of progress of the project is shown to the customer and vice versa, changes in the objectives and strategy are communicated. The stakeholders do not make technical or strategic decisions. This is our only point of contact.


During the sprint-plan, the team carries out a true demo of the functionality developed, which can be considered complete and working. The customer will be able to use the product, "touch" what has been done by verifying if the objective has been achieved.


When we arrive at one and two-thirds of the project, together with the customer, on the basis of the weekly reports, we do meetings to evaluate where things are going as expected.

In this way, strategic choices can be made to optimize the amount of worklater and reach the objectives, without ever having unexpected changes on the budget.