Bitecorp, has experience in project management in cascade and with agile methodologies, all our developments have a methodology according to the complexity of the project, and as the client feels more comfortable to follow up on your project; It is important to indicate that we maintain a close relationship with the client to achieve the expected results, in the shortest possible time; since the following topics should be controlled according to the best practices of the Project Management Institute - PMI:
All these variables require a project manager, at Bitecorp we are aware of these management needs, so we have professionals who have more than 10 years of experience in managing them, we can develop the projects according to the best practices of the PMBOOK, or with agile SCRUM methodologies.
Bitecorp also manages projects on the new SCRUM reference model that defines a set of agile development practices and roles, overlapping several phases of the typical process of a cascade development, to maximize delivery time, as part of Bitecorp we have people prepared and certified as Scrum Master, which can be taken as a starting point to detail this service of Bit Electronic Corporation.
The system development process fulfilling the main roles in Scrum, which are the 'Scrum Master, which seeks to facilitate the application of scrum and manage changes and the Product Owner, which represents the stakeholders that are usually part of the company that contracts our services, and the Scrum Team that executes the development, as well as the tests during the development and together with the experts assigned by the client, we do it in sprints of maximum 3 weeks.
The team creates an increase in potentially deliverable (usable) software of high value for the client, which means a functional advance for the client's perspective in three weeks, a battery of tests is executed, and it is easily verified that the results obtained are accurate and as expected by the detail of the client that is lifted through user stories, these micro deliverables, it is feasible to put them into production immediately and then continue coupling new functional modules, until you have a great interoperable system.
All these developments are part of the universe of requirements that arises in conjunction with the Product Owner and is part of every sprint that comes from the Product Backlog, which is a set of high-level requirements prioritized together, which define the work to be done ( PBI, Product Backlog Item). The items in the Product Backlog that are part of the sprint are determined during the Sprint Planning meeting. During this meeting, the Product Owner identifies the elements of the Product Backlog that he wants to see completed and makes them known to the team. Then, the team converses with the Product Owner looking for adequate clarity and magnitude, and then determine the amount of that work, which the Scrum Team can commit to complete and deliver in one or two weeks, maximum four with the included tests, during the Next sprint nobody can change the Sprint Backlog, until evaluating the deliverables defined in the scope of the sprint, in other words the requirements that are under development during the sprint are frozen.
These are the new practices to put into production highly complex systems; but that built by modules and properly tested, generate high value deliveries for our customers.