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Calculating the Six Hidden Costs of Waste in Software Development 

Planview

Nothing frustrates software developers more than working hard on something that never ends up providing value. The challenge lies not just in recognizing the presence of waste but in identifying exactly where resources are being inefficiently utilized. Here are six key areas where resources are often squandered: 1.

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Using End-to-End Visibility to Scale and Streamline Automotive Production

Planview

The traditional paradigms of automotive manufacturing are evolving, driven by the imperative to integrate cutting-edge software solutions seamlessly with hardware production. This divergence between software and hardware cycles poses significant challenges, particularly for OEMs typically focused on manufacturing.

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The building out of the Composable Innovation Enterprise Framework.

Paul Hobcraft

These blocks and stacks house the fundamental thinking through elements and capabilities required and enable the interconnected layers of process, technologies, and resources to leverage and support the innovation efforts from concept to commercialisation and beyond on sustainable approaches.

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5 Factors Determining Success or Failure in the Shift From Project to Product

Planview

Five years ago, Planview CTA Mik Kersten outlined the “turning point” in his bestselling book, Project to Product: How to Thrive and Survive in the Age of Software with the Flow Framework. Incorporating Flow Metrics and business outcomes into regular operational reviews has been proven to increase the likelihood of operationalizing the shift.

Project 52
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Intentionality and the Differentiating Competitive Advantage 

Planview

The data measures the flow of business value through all the activities involved in a software value stream. We see disparity for companies in the same industry, with some delivering business value via their software delivery at three times their prior speed once they start focusing on flow of business value.

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Governance Charter for Managing New Product Investments

Huub Rutten

There are so many layers between the Board room and for example a software developer or an industrial designer. One level lower in the hierarchy Emily faces in fact the same challenge, she cannot enforce results, she has to coordinate and deal with unexpected events, lack of resources. Dependent on goodwill.

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Governance Charter for Managing New Product Investments

Huub Rutten

There are so many layers between the Board room and for example a software developer or an industrial designer. One level lower in the hierarchy Emily faces in fact the same challenge, she cannot enforce results, she has to coordinate and deal with unexpected events, lack of resources. Dependent on goodwill.