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Our clients often ask us how they can become more innovative. Some seem to believe that innovation appears as if by magic. Many believe that there is no process for innovation. We have identified three practices that are research-verified, an end-to-end series of steps that yield the best ideas.
Agile is not just for software anymore. Many companies that develop tangible products – be they hardware or mixed software/hardware systems – are applying techniques borrowed from Agile. By combining Agile with traditional processes, they are accelerating programs and delivering winning products.
Before projects become products, they are ideas in the minds of your teams. They begin as product concepts, germs of your company’s future growth. How can companies manage the portfolio of product ideas?
The time has come to de-mystify Agile. Our research and client work show that even those software firms that boast about being Agile do not necessarily follow every point in the Agile Manifesto. They do not follow even half of them.
Managers want to optimize their resources by loading them up and have them do more on the priority list to satisfy the executive suite. The optimum load is approximately 2 projects – one large and one small.
The Community Product Requirements Chart is a tool that provides customer insights and creates opportunities for innovation.
The Lite Schedule Estimating Matrix is a tool that helps to estimate the amount of time a project will take in any given phase. It leverages past experience combined with the critical few, key drivers that impact a project’s schedule.
Functional Silos lets the organizations to destroy Agile Implementation. When functional organizations do not support the transition to Agile, your implementation is defeated before it begins.
Preparation is key to a winning retrospective. The most important goals in most programs are time to market, a winning feature set, and quality. The best method is to collect the events that impacted these factors using a timeline.
The Predictive Metrics Tree is a tool that ensures that what you’re measuring helps you achieve your program goals. Learn to create Predictive Metrics Tree.
Setting “boundary conditions” at the time of a project’s approval is an effective way to create a “contract” between the management and project teams.
Organizations are failing to take a stake in improving product development productivity, a core process that is the engine of top-line growth.