2014 - 2015 / Management
The methods of Scrum helped us manage client expectations much better and develop what the clients really needed and not just what was given in the statements of work.


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.


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.

Managers — Anton Ryadinsky, Alexey Sterinovitch, Pavel Karavaev

more solutions

We arranged a meeting to facilitate cooperation between the military-industrial complex enterprises and small businesses.

With introduction of the Theory of Constraints, our prototyping workshops got an ability to complete all the orders in time.

2009 / Management

We separated the housing casting department from the company. It facilitated the management process and made it possible to use the equipment with higher efficiency.