Scrum
problem
Very often we deal with problems that in the beginning have no obvious solutions. That is why at the moment of setting the goal and writing the statement of work requirements usually differ from what is really required. Changing requirements mean making something over and over.
solution
To handle changing requirements more efficiently we decided to implement Scrum. It meant dividing the work into sprints and operating requirements in the client’s language. We make all efforts to finish each sprint with a minimum viable product (MVP), i. e. a minimal marketable product that can be demonstrated to the client. Regular demonstrations let us correct the direction of development at the early stage. We ask the client and stakeholders what needs to be changed or added. This makes the development process more flexible and predictable and at the same time helps us to come up with a customized product faster.
Scrum methodology in its pure form has been developed by programmers and found its use in software development so it does not apply to instrumentation engineering very smoothly. But we continue experimenting and adopting the methodology to the constraints of our industry.
team
| Managers — Anton Ryadinsky, Alexey Sterinovitch, Pavel Karavaev |
partners
With introduction of the Theory of Constraints, our prototyping workshops got an ability to complete all the orders in time.
We published a book on the work of Fakel, a research, development and production facility that performed complicated development orders in Akademgorodok in 1960's.
We arranged a workshop where the top managers of ESC discussed the similar problems of technological company management and possible solutions.