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

Planview

Unlike traditional manufacturing processes characterized by tangible endpoints, software development for vehicles is inherently iterative and demands agility to keep pace with evolving technological requirements. This confluence of factors impedes their agility and responsiveness.

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Increasing innovation focus on the end-user segments within the energy transition story

Paul Hobcraft

This “transformational mix” gives rise to different innovation dimensions to explore, be these enabling technologies, new business models, different market designs, and changes in the methods of system operation that make up a broader innovation ecosystem of solutions. Innovation can accelerate progress, especially at the user-end point.

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Scaled Agile Framework: what is and how it works

mjvinnovation

SAFe is an agile framework for development that has been gaining a lot of prominence among developers and managers of software projects. Acronym of Scaled Agile Framework, SAFe is an agile development framework that provides a simple and lightweight experience for the team as it is divided into three segments: Time, Program, and Portfolio.

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Intentionality and the Differentiating Competitive Advantage 

Planview

Last month, Planview released the inaugural 2023 Project to Product State of the Industry Report , and it is well worth the read. This debunks the perspective that business agility and successful transformation are limited to companies of a certain profile. They designed intentionally for the success of their transformation.

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The UX Professionals’ Guide to Working with Agile Scrum Teams

Boxes and Arrows

The adoption of Agile software development approaches are on the rise across our industry, which means UX professionals are more likely than ever to support Agile projects. I first encountered Agile Development in 2005, when a team I supported was chosen to help pilot Scrum development methodology at Yahoo!

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The Rise of Product Management

Moves the Needle

Ken Beer was the Director of Product Management and reported into the Marketing department. It was not unusual to find PM’s who reported into Engineering at the time, the two cases perhaps reflecting the above origin stories. It’s interesting to reflect that in 1997, the Agile Manifesto had not yet been published.

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Governance Charter for Managing New Product Investments

Huub Rutten

The most relevant Steering instrument is of course that he can set the financial targets for his reports, his board members like the CTO, CMO and the Commercial VPs. There are so many layers between the Board room and for example a software developer or an industrial designer. And still powerless? In a transparent manner.