Zollie

Zollie

 

From the beginning we do it your way!

Since when it appeared in 2002, Zollie was already different. Our team has always worked in the most connected way possible to the client, so that the project went exactly as desired. This is what we like to call a Tailor-Made Solution: because from the beginning we do it your way.

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From the beginning we do it your way!

Our Vision

Professionals with the most diverse specialties always seeking the state of the art in the most connected way possible to the client.

Our Mission

Improve the future of mankind with innovative ideas using cutting edge expertise and technology.

Our Values

  • Art
  • Quality
  • Inovation
  • Passion
  • Agility
  • Motivation

We follow the Agile Manifesto

We are always uncovering better ways of developing software by doing it ourselves and encouraging others to do the same.

Through this work we have come to value:

  • Individuals and interactions over processes and tools.
  • Working software over comprehensive documentation.
  • Customer collaboration over contract negotiation.
  • Responding to change over following a plan.

We strictly follow these Principles in all our work:

  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  • Business people and developers must work together daily throughout the project.
  • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  • Working software is the primary measure of progress.
  • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  • Continuous attention to technical excellence and good design enhances agility.
  • Simplicity: the art of maximizing the amount of work not done, is essential.
  • The best architectures, requirements, and designs emerge from self-organizing teams.
  • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Our Methodology: Scrum

As an agile methodology, Scrum follows the principles of Agile Manifesto.

What is Scrum?

Scrum is an agile methodology for project management based on small, multidisciplinary teams.

Origin

His name comes from a rugby move. It is a typical move to re-start where players unite around this formation in order to take possession of the ball. It is necessary that the team members cooperate with each other so that the team consistently act as a single force and reach the goal to which everyone is committed.

When Jeff Sutherland created the scrum process in 1993, he borrowed the term "scrum" from an analogy put forth in a 1986 study by Takeuchi and Nonaka, published in the Harvard Business Review. In that study, Takeuchi and Nonaka compare high-performing, cross-functional teams to the scrum formation used by Rugby teams.

What are the roles?

Team

Responsible for delivering solutions, it usually consists of a small group (between 2 and 9 people) and works in a self-managed way.

Product Owner

Responsible for the project's business vision, which defines and prioritizes the Product Backlog. Usually it is the role played by the client.

Scrum Master

It is a mixture of manager, facilitator and mediator. Its role is to remove obstacles from the team and ensure that Scrum practices are being performed effectively.

How it works?

It is based on 2-4 week cycles called Sprints, where it works to achieve well defined goals.

These objectives are represented in the Product Backlog, a list of tasks to be completed, constantly updated and re-prioritized.

Definition of Backlog

All functionality or changes to the product are defined by the Product Owner in the Product Backlog. This list is prioritized to reflect the customers' needs or market demands. Priority items are posted to be delivered at the end of the next Sprint.

Sprint Progress

During Sprint, the Product Backlog items that are to be delivered are now handled in the Sprint Backlog. The tasks are now the responsibility of the Team, which has the autonomy to decide how they should be performed.

Daily Scrum

Scrum Master meets daily with the Team at the same time to report:

  • What was done yesterday?
  • What will you do today?
  • What are the impediments that are hindering the execution of the tasks?

Revisions

At the end of the Sprint, the Team demonstrates the results to the Product Owner and other stakeholders so that Backlog items are considered ready and then a new Sprint can begin.