Project management

We manage teams, inter-team communication, processes and procedures — on new projects, and on projects brought to us after they had gone completely off the rails.

The work is establishing communication, defining tasks, and reporting to management, then introducing professional processes for systems development and resource management.

We use Agile methods effectively without crushing the people doing the work. That distinction matters more than any particular ceremony: a process that the team is enduring rather than using is not a process, it is overhead.

Mostly what decades of experience buys you is accurate expectations — knowing which problem areas are real, and pivoting while there is still room to pivot.

Questions we are actually asked

Do you take on projects that are already in trouble?

Yes. We have been brought in on new projects and on projects that had gone completely off the rails; the recovery work usually starts with communication and task definition rather than with tooling.

Which methodology do you use?

Agile methods, used effectively and without crushing the team members. The method serves the team rather than the other way round.

What does management get out of it?

Established reporting, defined tasks, accurate expectations, and early identification of problem areas while there is still room to change course.

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Also in the practice

Customization — Plug-ins and utilities for Retail Pro 8, 9 and Prism — and migration of the customizations you already depend on.
Integrations — Making disparate systems share data — legacy to cloud, POS to accounting, database to API.
Porting to new technologies — Legacy systems are reliable right up until nobody is left who can work on them.
Web and social applications — Something more involved than an informative site with a contact form.