Agile is a response to a more traditional waterfall model where all phases of product development take place in sequence, one after another, like a waterfall. On the other hand, agile provides a cyclic model where the sequential approach is replaced by an incremental, iterative one. This provides the ability to rapidly respond to change in order to succeed in an uncertain and turbulent environment....
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The implementation of any new approach, tool or method can be difficult, because it represents a change, and a change means people need to adjust to a new way of doing things. This is especially true and can have significant implications for an organization, in the case where a change is big and spans business-wide. In 2010 Siemens Building Technologies embarked on a way to...
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In its effort to become the leading digital telecommunication provider, Telefónica launched a parallel development stream to their traditional R&D; the Lean Startup stream. To support the development of new and breakthrough solutions and business, the company needed a way to bring teams together and provide them with a tool to simplify the communication and presentation of their outcomes. They found the answer in the...
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The rapid changes in the telecommunications industry and extremely demanding market has led Telefónica to transform itself into a digital telecommunications company. Being immerse in such a dynamic environment where customers expect innovative solutions with shorter development times, Telefónica started to apply the Lean Startup methodology for the development of new products and services where customer base and market have yet to be validated. However,...
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Technology, businesses and market changes are so fast nowadays that product development needs to be extremely adaptable or it risks a failure. To accommodate to this situation, CMI Defence, a Belgium weapon systems specialist, implemented a flexible project management approach which is based on the agile methodology. While the traditional project management uses the waterfall model where each phase of a product’s life cycle takes...
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Airbus Defence and Space began their lean product development journey with the support and full involvement of senior management in 2011. To the date, the company has focused on the implementation of Hoshin Kanri, Value Stream Mapping and Visual Management tools to improve their engineering capability throughout the organization. In 2014 alone, Military Aircraft Engineering department saved over €3 million as a result of lean transformation.
