Agility

Agility has a long tradition that began long before methods like Scrum, Kanban and XP. First ideas already emerged in the 40's of the 20th-century through the Toyota production system. Over the decades, the methods were optimized and incorporated successful techniques. From successIn our experience, the paradigm change in the introduction of agile process models especially represents a real challenge in large companies: Typical heavyweight process descriptions, which are for example based on the V-model, the unified process or waterfall processes, are supposed to give structure and transfer the corporate knowledge to new projects. However there they are often seen as a dead weight, even though they are actually supposed to ensure project success.
With agile approaches however, other strategies have priority: Employees decide on the basis of their knowledge and expand their knowledge through experience and learning together. The well-known »agile manifest« reflects this again in the basic concepts:

• Individuals and interactions are more important than processes and tools
• Functioning software is more important than comprehensive documentation
• Collaboration with customers is more important than contract negotiations
• Adaptation to changes is more important than compliance with the plan

Agile methods are not however ends in themselves, but constantly orientate themselves towards the benefit of the customer and on the capabilities of the team. The implementation of agile methods must therefore always take account of the specific context of the customer. The individual embedding of agile methods in your corporate culture and your processes is our goal.