Developing software supporting to the process and not as a target in itself is our vision for our company. This vision is supported by using the Scrum methodology and by accepting "scope creep".
The core value of Scrum is developing software with a multidisciplinary and self-directing team. We take on the project together. The team consists of people who work in different disciplines in the desired realisation. Because everyone is part of the team, any blockades can swiftly be noted and overcome; the delivered features can swiftly be tested and the final product will be closer to the customer's vision.
By continuous exchange of knowledge and progression within the project, team members are more involved to build a project that connects with the business.
At the end of the project you have the product that you need and had envisaged. Each phase is evaluated both with eachother and the customer. This welcomes the giving of feedback and transparancy. Transparant teams are more productive, because blockades are talked over on a regular basis and solved when possible.
Scope creep, the changing of specifications while the project is already in progress, is since the dawn of time the main cause of misery in IT-projects. And what is worse: in reality it seems impossible to prevent scope creep. Overspending, delayed completion and capital destruction seem to become business as usual in software development projects.
Novusoft handles the creep issues by: allowing it, managing it and using it in a productive way.
Because a certain amount of flexibility in the handling of changing insights in the desired functionality consciously is facilitated, the advantage submerges that the requirements phase and the procurement can turn out faster and cheaper. These phases are in line, before even one line of code is written. This already accounts for about 40% of the total project costs, so saving on this probably seems interesting. However, the real pay-off arises during the so-called delivery phase, where the real programming takes place.
Leaving out rigid requirements and ‘fixed price/fixed date’-agreements demands consertation between the product owner and the developers during the development process: the product owner watches along with the developers and the developers share their thoughts with the product owner on a continuous basis. This way discrepancies between the factual development and the user's expectations can swiftly be discovered and overcome in consultation.
This prevents the usual ritual of making something that is 'not up to standards', and to then throw it away, or worse, modify it (which often seems tempting but in reality only enlarges the chances of mistakes and inefficiencies happening). ‘Fixed price/fixed date’-projects often result in irritations, where the supplier takes a ‘we provide what is asked, even though we also have our doubts’-stance. Novusoft seperates itself from these doubts by talking them over with their customers before they are realised. Software development is a process where we facilitate business in the long term.