“the first engineering company in Italy
to adopt Scrum”

Why Agile

An opportunity to manage complexity and put people at the center

NET Engineering is the first engineering company in Italy to rethink its work organisation from a Scrum perspective to reduce organisational complexity, first and foremost for the benefit of its own people and projects, but also for customers and suppliers who can benefit from the new agile organisation.

In detail, the agile culture and Scrum become an opportunity to implement an internal process aiming to:


  • put people at the centre
  • manage complexity
  • increase team spirit
  • enhance decision making

Agile culture and Scrum ensure transparency and visibility so that everyone in NET knows what is going to happen and learns how to manage what is happening. But that’s not all – interpersonal communication is promoted and improved, team potential is enhanced, the transverse nature of skills and thus innovation and collective ingenuity are facilitated.


Scrum is the most-used agile method in the world today: an iterative and incremental Agile Framework, devised to develop complex projects, presented by Ken Schwaber and Jeff Sutherland in 1995.

It organises work in self-organised, cross-functional teams, i.e. with all the skills necessary to achieve the aim. A member of the Scrum team, called Product Owner, is concerned with understanding what has to be done, deciding the priorities and maximising the value of the result, and visualising them in a visible, clear and ordered list (called Product Backlog). The other team members, called Developers, have to decide how to create the product organising themselves. Lastly, one member, called Scrum Master, is delegated to overseeing the process – improving productivity and removing obstacles, i.e. all that slows or impedes achieving the aim. Work is planned in work cycles called Sprints that last for a maximum of one month (often two weeks). At the end of this, there is a revision with the stakeholders, i.e. those with an interest in what has been produced (customers, users, colleagues, managers, etc.) to collect feedback. Immediately afterwards, the team reflects on what to improve in an event called a Retrospective, agrees practical action to implement and so starts again with a new Sprint. In this way, the Scrum team is self-organised deciding autonomously how to implement the work, solve problems and continuously improve.

Benefits and results

An Agile organisation for people and projects

The introduction of Scrum has enabled us to achieve significant results for company organisation and the management of our people and projects. Today, everyone in NET can perceive, understand and contribute to each project overall, going beyond the discipline they belong to.

Having a system vision, going out of one’s comfort zone, and experimenting with activities that go beyond the standard is how we facilitate the dissemination of skills, knowledge and innovation.

But it doesn’t end there. The agile approach we have chosen to adopt also allows us to:


  • identify and remove impediments to our work and the causes that generate them
  • see problems in advance and make timely decisions
  • reduce complexity
  • ensure the continuity of people on projects to make them more effective and give NET people greater satisfaction
  • strengthen the feedback culture
  • simplify the onboarding process for new entrants
  • reduce the distance between NET people during smart working