"For us the switch to Agile development (such as Scrum and Kanban) has been extremely helpful."

Mark van der Ploeg, Delivery Manager


The successful switch to Agile development 

Higher quality, happier developers and better turnaround time


The successful switch to Agile development

In the past, rb2 often worked according to the Waterfall method. Did that always go wrong? No, but it just didn't work well and sometimes caused a number of problems with large projects. We have been applying Agile for years now, and at rb2, we absolutely love it. Scrum in particular, but we are open to all Agile and other aspects. In this blog, you can read about how the switch to Agile has optimised our development process. 

We could talk about Agile all day long. Most importantly for our customers, it means that we do not work with a fixed price or fixed scope. Not because we don't dare to make promises, but because we think that flexibility and delivering software that really works is much more valuable to our customers. 

Just like most agencies, we used to do Waterfall projects. And honestly, sometimes we do use the Waterfall method for very small projects. It didn't always go wrong, but in many cases it didn't feel nice and it just didn't work well. It meant working with customers to create enormous Requests for Proposal (RFPs), lots of overhead, and the unavoidable discussions about deadlines, in/out of scope functionalities and more. In the classic Waterfall projects, the scope is fixed and the time line usually is too. As soon as these come under pressure, you will quickly start to tinker with the number of developers, or worse still: with the quality of your delivery. This can lead to a vicious circle of missed deadlines, and an unstable product. 

rb2's Agile philosophy 

Within rb2's Agile philosophy, quality is fixed. Together, we determine the scope as we go along. Internally, the switch to Agile development (such as Scrum and Kanban) has helped us enormously, since: 

  • developers are happier as they have been able to focus more easily on their work and are responsible for managing themselves; 
  • our project managers (now called 'Delivery Managers') have more time, allowing them to focus more on their projects without any stress; 
  • the technical and general quality of the project, as well as the overall turnaround time have improved, in addition to the general customer relationship. 

Our move towards Agile methodologies does not just mean that we use the Scrum framework or Kanban; it also means that at rb2, we follow the Agile philosophy. At rb2, we believe in first delivering (small) pieces of working software and in continually refining the customer's business strategy. It also involves trying to be as transparent as possible. 

This all sounds easier than it sometimes is. Scrum is extremely useful for a team that works with dedication towards one in-house product, with everyone working together on one goal. But Scrum can be difficult if you have a lot of external dependencies. As an agency, almost every aspect of your work is an external dependency; specifically customers. That's why we see our customers as partners, deeply integrated into our Scrum teams, for example as a Product Owner (PO). The PO plays a key role within Scrum and is the person who determines the direction of the product to be built. This is a responsibility that we do not shy away from here at rb2, but we believe that the customer can do it much better. Even with our years of digital experience, we cannot make business decisions the way our customers do. Our customers have the domain knowledge, know their business inside and out, and know the market better than we ever could. 

More information about this way of working 

For more information, read our customer cases, which tell you more about how we apply Agile and the results that it has produced. 


Do you want to know more about Marco?

As a People Manager, Mark moves from office to office. Thanks to his experience as a Delivery Manager, he knows the ins and outs of Scrum and offshore working. He currently strengthens the management team with his focus on 'People and Processes'.

Mark van der Ploeg
Delivery manager
+31 (0)299 200 800


Or check out other cases or blogs below in which he had a prominent role: