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RENOR & Partners

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Lun-Ven 9:00AM - 18:PM
May 15, 2025

Speed and Quality in Projects

Speed and Quality in Projects

by Simone Renzi / May 15, 2025
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This post is also available in: Italiano (Italian)

The Secret: Finding the Right Balance


Despite frequent clashes and extremely different points of view that ultimately led to a definitive break, my former employer once left me with a thought—simple yet precious—that I still carry with gratitude to this day.

“Simone, you are a bright and well-prepared young man. You create products of great quality. However, in the world of business, quality alone is not enough; speed is just as important—if not more decisive.”

When you work as an employee and find yourself discussing these topics with the ownership, the first instinct is to stop and reflect: “Alright, but if I have to rush out software quickly, it’ll end up falling apart at every corner!” Over time, however, I came to realize not only that my former employer was right, but also that the perspective needs to be completely reversed: speed doesn’t require sacrificing quality—it requires streamlining the project. You need to strip it of the superfluous and focus on an MVP (Minimum Viable Product) that contains only the truly essential features needed to bring it to market. There will always be time later to integrate additional features and refine it.

Although I had understood the concept, I truly made it my own—I internalized it—only when I became an entrepreneur. That’s when I fully understood the meaning of the message.

Too many ideas? You have to select!

Every day, my mind is crossed by a flood of ideas for innovative products; to make sure I don’t let a single one slip away, I immediately jot them down in the Notes app on my iPhone—which by now is filled to the brim with thoughts and insights, some of which, I’ll admit, are utterly ridiculous. But without having a thousand-developer software house at my disposal, it’s unrealistic to think I could bring all of them to life. That’s why I sit down with a couple of trusted friends and, with pen and paper in hand, we go through each idea—deciding which ones are truly worth investing time and energy in.

In the end, after hours of evaluation—and after fantasizing about all the possible features we could integrate into each of those ideas—one finally gets chosen. The one that gets chosen is, reasonably, the best compromise between: what we believe has the greatest potential to break into the market, ease of promotion—meaning how well it can attract crowds with minimal investment—degree of innovation, and lowest implementation costs.

Once the idea to pursue has been selected, the next step is to hold a brainstorming session—and it’s in this phase that the idea truly begins to take shape.
As we start writing down thoughts on what the final product should look like, more ideas inevitably emerge—along with insights and considerations that can be poured into the project, enriching and refining it. For me, it also helps a lot to share my idea with someone. In that phase, the core ideas of the project settle in your mind, and new ones begin to flow—further enriching and integrating the concept.

In the end, the focus shifts to refining the concept and identifying the core features without which the product cannot go live.
This is the stage where the team draws a clear boundary between what’s essential and what can be postponed—laying the groundwork for a solid, functional Minimum Viable Product (MVP) that can be tested, validated, and improved over time. That will be our MVP!

Be careful not to confuse speed with sloppiness. We must not create a sloppy or rushed project—what we release must still be of quality.
We simply need to sacrifice those integrations that can easily be added later, focusing first on delivering a solid, functional foundation.

For everything else, the process must always follow the standard workflow: brainstorming, UML design, documentation, implementation, and testing.


Below is an example of a refined idea map for a project called BadJoe. A SaaS system for employee attendance tracking.

Bad Joe – Idea Map

From this idea map, the next step is to create the UML class diagram—and based on that, it will become much easier to implement the project’s code. It will be enough, in fact, to follow the indications provided by the UML to write the project’s methods and classes.

UML diagram of the classes and methods of the BadJoe project

This simple diagram shows the classes and the methods of each class.
For each of these methods, a functional diagram is then written as follows.

Here, the exchange of information between client, server, and database is clearly visible for the registration of an event (Check-In/Check-Out, Start Break, End Break).

Once this is done, the next steps are to write the documentation, implement the code, and test the system.

This method allows you to develop a project that is both quick to integrate and meticulously documented: even after months or years, it will be easy to identify the exact point to intervene—whether to fix a bug or introduce new features.

In the business world, speed is crucial—because time directly equals money. The sooner an entrepreneur sees the work—into which they’ve invested human resources—completed, the less capital is tied up, and the sooner they can begin marketing the product. In other words: minimum effort, maximum return.

Simone Renzi
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