What we do


More than 40 satisfied customers from a range of industries prove it. We understand the power of data analytics to solve intractable problems and have dedicated our enterprise to providing insights that contribute to more efficient business and connected enterprises. Over the course of more then ten years, Ultra Tendency has developed into a highly respected, business-centered innovator in Big Data, Streaming, Machine Learning, Advanced Analytics, IoT, Microservices, and Cloud Computing.

Sustainable Architectural Design

Guaranteeing that all stakeholders are onboarded by developing 4 architectures: Business, Technology, Deployment, Security


The potential for modern enterprises to transform themselves into data-driven organizations and their corresponding strategic needs are not uniform across industries. For that reason, Data Strategy Consulting with Ultra Tendency is a continuous process in which we advance the business strategy of our customers by challenging the status quo of the IT landscape. Ultra Tendency provides individualized expert advice along the journey of becoming a data-driven enterprise. Close collaborations with business, IT, and security stakeholders are necessary elements in this process, which includes:

In-depth analysis of the status quo to verify how the current IT landscape serves the larger business strategy 

Development of a long-term data strategy that is in line with the overall business plan 

Creation of a holistic demand overview for data-driven solutions and products   

Continuous ideation and improvement of data architectures, applications, and products 


“Engineering powered by Ultra Tendency” pursues the goal of ensuring an unrivaled level of quality in software projects. For this reason, Ultra Tendency has defined a uniform procedure in software projects based on international standards, conventions, and notations in its “Book of Standards for Software Engineering.” This procedure is based on an adaptation of “The Open Group Architecture Framework (TOGAF).” TOGAF defines a standardized development method for software architectures, which is designed to provide different architectural views to different stakeholders in a software project.

Business Architecture - targets business stake holders and communicates use cases via UML use case diagrams or BPMN process diagrams

Technology Architecture - targets system architects and software developers by providing detailed component diagrams that explain how a system is composed out of software components

Deployment Architecture - targets developers and system administrators, and describes how logical software components are deployed to physical or virtual infrastructure nodes

Security Architecture - Targets CISOs and Security specialists and describes in detail how the system complies with general and corporation-specific security requirements

These four architectures are ideally matched to the information needs of the individual stakeholders in a software project. On the one hand, they serve to coordinate and determine the “how?” in a project and thus ensure a structured and well-founded project approach. On the other hand, after completion of the project and beyond, they serve as a suitable documentation tool that supports the transfer of know-how or serves as a source of documentation.


Scrum and Scaled Agile

A product owner works with the customer to collect requirements in the form of epics or user stories, and enters them into a backlog. In backlog refinements, the contained user stories are regularly reviewed, prioritized and detailed. The user stories with the highest priority are included in the sprint planning and assigned to developers for implementation. The result is a sprint backlog. A fully planned sprint backlog is implemented within a sprint (typically two weeks) by a Scrum team. During the sprint, the Scrum team meets regularly in daily scrums to report on their progress or problems. A Scrum Master supports the execution of a sprint. The Scrum Master moderates the Scrum meetings and helps the team to achieve their sprint goals. Once a sprint has been completed, the team members present their results in a sprint review. The result of the sprint review is the implemented software increment that will be delivered to the customer. The sprint ends with a sprint retrospective in which the team reflects on the past sprint and suggests possibilities for improvement. Very important in Scrum is the Definition of Done (DoD). It defines when a user story is done.

If all user stories in the sprint meet the DoD, the increment resulting from the sprint can be prepared for deployment in production. For our customers, this means that a new product version is available for production at the latest after each sprint (i.e., after two weeks).

Projects consisting in more than eight developers are divided into teams with a maximum of eight developers, who also work according to Scrum. The individual teams are integrated into an agile metamodel, such as Large-Scale Scrum (LeSS) or Scalable Agile Framework (SAFe). Both meta models are used depending on the customer’s preference at Utra Tendency.

LeSS and SAFe both pursue the approach of integrating several agile development teams working on a backlog into one meta process. Compared to LeSS, SAFe is more flexible with regard to the process models that can be used and does not dictate to the agile development teams which process model should be used.
For example, one team can use Scrum while another team uses Kanban or Extreme Programming. SAFe is able to integrate different development process models with each other.


Source: Scalable Agile Framework https://www.scaledagileframework.com/ 

LeSS, however, is based entirely on Scrum and only provides Scrum as the development process model of the individual teams. Regular meetings that exist in Scrum (e.g., Sprint Planning) also exist in LeSS, but are aggregated at the integration level through additional meta meetings (e.g., Sprint Planning 1, Sprint Planning 2). These meta meetings serve to coordinate and integrate the individual teams. 

Source: LeSS – Large-Scale Scrum https://less.works/

At the end of a cycle, a deployable product increment is created in both SAFe and LeSS, which can be handed over to the company. Ultra Tendency leverages Atlassian, Jira, and Confluence to map the agile development process.

Continuous Integration

Continuous Integration (CI) is particularly important and supports quality assurance in fast-moving, agile development projects. CI aims for quick or continuous integration of changes to the code into the existing code base (the “Master” or Version branch). Thus, the risk of merge conflicts, which always arise when many changes to the code are being integrated simultaneously, is reduced or made controllable. Following the the motto “If it hurts, do it more often”, developers integrate their changes with the master branch on a daily basis or at the latest after the development of a user story has been completed. They are supported by an automated CI pipeline that performs the following functions: Integration Build, Test Build, Quality Build, Compliance Build.

Quantitative, Metrics-Based QA System (ISO/IEC 25010:2019)

Quality in software projects can generally and objectively be assessed according to the international standard ISO 25020:2019. According to ISO 25020 software quality consists in:

Scheme (3)

Ultra Tendency bases the assessment of the delivered software quality on the ISO 25020, or at least parts of it, respectively.
Adhering to an third-party standard objectivizes quality related discussions between contracting partners.  


We are operating Big Data, Streaming and IoT platforms and applications more than 6 years. Along that journey we realized that the ITIL 4 framework serves as ideal foundation to realize our claim to deliver a 100% carefree managed service to our customers.

Ultra Operations

Straight to Second Level Support

  • Highly skilled and experienced Big Data engineers
  • Very fast ticket resolution time!
  • Above average First Contact Resolution (FCR)
  • Minimal staff downtime and frustration

Ultra Operations are split into two teams: Proactive (Preventive) and Reactive Service teams


Kanban and DevOps

System landscapes are managed at Ultra Tendency using a DevOps process. Ultra Tendency’s Big Data DevOps implement changes to development, test, acceptance, and productive environments in compliance with industry-specific standards such as ITIL, ISO 27001 and TISAX.  

Changes to a platform are set in Jira in the form of a ticket and scheduled by Ultra Tendency’s DevOps. The DevOps use the agile light-weight process model “Kanban”. 

Delivery Model

Service Level Management
Availability Management
Capacity and Performance Management
Service Continuity Management
Monitoring and Event Management
Service Desk
Incident Management
Service Request Management
Problem Management
Release Management
Change Enablement
Service Validation and Testing
Service Configuration Management
IT Asset Management

Ultra Tendency Special Operations Program (SEALs)

In 2019, we formed the SEALs team, as we faced great demand to solve highly complex problems at mission-critical workloads on an ad hoc basis. This service was mostly requested from corporations that had not previously worked with Ultra Tendency and had an urgent need for our unmatched technical expertise. The SEALs team is able to react flexibly to customer demand to ensure the fastest time to resolution in mission critical situations that do not allow any delay.

SEALs get every job done and embark from their missions directly after accomplishment. They enjoy the highest reputation in the market and are frequently requested by Cloudera to solve the most complex problems at their most important customers on a global scale.

These are some of the technologies we are using