Working in sprints has a bad reputation among people who pay the invoices: it can sound like “we will see how much it costs when it is done”. That is not how we work.
A global quote before the first sprint
The scoping workshop ends with a roadmap. From it, we write a global quote covering everything that can be estimated. You know the size of the commitment before the project starts, not halfway through.
A provisional budget for what cannot be estimated
Some parts cannot be priced honestly in advance: an integration with a system nobody has opened yet, a feature that depends on what the first users will say. Pretending otherwise produces quotes that are either padded or wrong.
For those parts we set a provisional budget instead: an envelope, named as such, that we track together. You know which numbers are firm and which are estimates, and why.
The price of a sprint
A two-week sprint costs around €5,000 on average. The exact figure depends on the project and on who takes part in it, for instance when a designer or a specialist from our network joins.
That number also gives you a simple way to reason: a feature that takes two sprints costs about two sprints. Trade-offs become concrete.
The finances are never a surprise
A financial update is available whenever you ask for it, or systematically at each sprint if you prefer: what has been spent, what remains, and what the remaining work is expected to cost. It sits next to the demo, so you see what the money bought in the same meeting.
What it means for you
Sprints set the rhythm of the work, not the limits of the bill. The limits are set before we start, the uncertain parts are labelled as uncertain, and you can check where you stand every two weeks.