What we do

Idea first

we offer innovative solutions for the most challenging business tasks

Agile project management

Why Agile?

At Sceon we believe that Agile software development offers a lightweight framework for teams, that are given a constantly evolving functional and technical landscape, to maintain a focus on the rapid delivery of business value. As a result, the benefits of agile development enable organizations to significantly reduce the overall risks associated with software development.

Agile development accelerates the delivery of initial business value, and through a process of continuous planning and feedback, we can ensure that value continues to be maximized throughout the development cycle.

As a result of iterative planning and feedback loop, our teams can continuously align the delivered software with desired business needs, easily adapting to changing requirements.

By measuring and evaluating status based on the undeniable truth of working software, more accurate visibility into the actual progress of projects becomes available.

Finally, due to following an agile process, we are capable to create a software system that effectively addresses business and customer needs.

What is an Agile approach?

What are the Agile Values?

We believe that our north star is to follow the values and principles of the Agile Manifesto.


Individuals and interaction over processes and tools

In the past, a lot of software development teams would concentrate on having the best possible tools or processes with which they built their software. The Agile Manifesto suggests that while those things are important, the people behind the processes are significantly more important.

We believe that having the right group of individuals in our team is vital to success. The best possible tools in the wrong hands are worthless. Perhaps even more important is how these individuals communicate with each other. The interactions between team members are what help us collaborate and solve any problems that arise.


Working software over comprehensive documentation

Previously, software developers would spend ages creating detailed documentation. That was before they even started writing a single line of code. And while documentation isn’t a bad thing, there comes a point when you must focus on providing your customers with working software.

The Agile Manifesto places shipping software to customers as one of the highest priorities. It doesn't mean that we do not create documentation, it means that we create documentation that provides value and does not hinder the team's progress.


Customer collaboration over contract negotiation

There was a time when contracts were king. You would draw up contracts with your customers who would then detail the finished product. As a result, there was often a contrast between what the contract said, what the product did, and what the customer actually required.

According to the Agile Manifesto, the focus should be on continuous development. As a result, we have built a feedback loop with our customers to ensure that the delivered software works as expected.


Responding to change over following a plan

Back in the day the roadmaps were drawn up and remained unchanged. And in the world of constantly changing requirements and priorities the static roadmap approach proved to be ineffective, this is why the roadmaps became outdated.

That’s why the Agile Manifesto suggests that a software team should have the ability to pivot and change direction whenever they need to, with a flexible roadmap. A dynamic roadmap can change from quarter to quarter, sometimes even from month to month, and our agile teams are able to keep up with those changes.

What are the key fundamental aspects of an Agile team?


Communication between team members, management, and cross-team to discuss rapid change.


Retrospectives, where team members discuss what went well, what went poorly, and what needs improvement.


Adaptive, a flexible way of working when projects require quick, unexpected changes.


Self-organizing and self-sufficient ways of working that allow teams to assign their own tasks and create respective estimates.

Collaboration and independent management amongst team members to improve delivery.

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