Workshops and analysis
We speak to the people who actually do the work, not only to management, and write down how things run now and how they should run. Occasionally a changed procedure or better use of existing tools solves the problem.
The project is split into stages, each with its own price and acceptance report. Should you walk away between stages, the work built and accepted up to that point stays with you on the terms set out in the contract.
We speak to the people who actually do the work, not only to management, and write down how things run now and how they should run. Occasionally a changed procedure or better use of existing tools solves the problem.
Data model, module layout, technology choice and the list of integrations, for instance with Comarch ERP Optima, Symfonia or KSeF. These are the decisions that are expensive to reverse later.
A clickable Figma prototype you can put in front of staff. Moving a button in a wireframe takes fifteen minutes; in finished code it can take a week.
Every two weeks a working build lands on a test environment your team can open in a browser. You watch real progress instead of reading status reports.
Test scenarios agreed with you, automated tests in the CI pipeline and acceptance testing with key users before each stage is signed off.
Data import, online training, post-launch support, then dependency updates, fixes and new features under a maintenance agreement.
How long analysis and the first release take depends on the size of the process and the number of integrations. The schedule comes out of the analysis, and that is what you plan against.
We map the process, work out what it costs you today in time and money, and judge whether the investment will pay back. Billed on its own, with no commitment to further work.
Wireframes of the key screens that you review with your team. Changes here are the cheapest you will ever make.
We build the narrowest version that fixes the main problem and demo it every fortnight.
Production release, a stabilisation period, and handover of the repository, documentation, credentials and the rights paperwork, as the contract provides.
Nice-to-have extras quietly swallow the money meant for release one. A specification written at a desk always grows: reports no one will open, permissions for roles that do not exist. Launching a lean MVP, watching real usage and then filling the actual gaps costs far less.
Analysis and the MVP are often done for a fixed price, since the scope is known once analysis is complete. Ongoing development, where priorities shift monthly, suits time and material at PLN 190 per hour excl. VAT, with a monthly cap that can be written into the contract.
That is expected, and it is why we work in sprints. Reordering work between sprints needs no contract annex. If a new idea enlarges a fixed-price stage, you receive a separate quote and decide whether it goes in now or in a later release.
We demo the finished features and you get a few working days to run acceptance tests against the agreed scenarios. Once the report is signed we issue the invoice through KSeF, and the rights to that part of the code pass on the terms in the contract.
Some companies finance this kind of work through KPO or FEnIKS programmes. We do not write grant applications or promise funding, but we can prepare the technical description, schedule and cost breakdown in the format programme operators usually ask for.
No, all our work is remote. Workshops take place on Teams or Google Meet with a shared whiteboard, demos are online and staging is reachable from any browser. Short weekly online sessions usually achieve more than a single all-day workshop.
Let us know what is currently done by hand and how many people are involved. We will start with analysis, and if an off-the-shelf tool turns out to be enough, we will be the first to say it.
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You will hear back within one working day, and if you have reported an outage that is holding up work, it goes to the front of the queue.
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