Remove Groups Remove LEAN Remove Software Developers
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A Day in the Life of a Planview Software Development Engineer Test Manager

Planview

For this month’s blog spotlight , we are going to travel to Bangalore and follow Geetika to spend a day in the life of a Software Development Engineer Test manager. Here is what Geetika had to say: Explain your role as a Software Development Engineer Test Manager and a few of your responsibilities.

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How Vanguard, Verizon, and Spotify Apply a Product Operating Model at Scale

Planview

Verizon scaled agile methodologies and a product-driven model across their entire Consumer Group. Vanguard’s Transformation Journey “Introducing Flow at Scale at Vanguard” What happens when you introduce flow measurement across an enterprise software development organization?

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Non-Profit Innovation: NCARB Brings New Product to Market

Moves the Needle

How The National Council of Architectural Registration Boards Used Lean Innovation to Create New Value for Their Customers Take this Case Study with you! The National Council of Architectural Registration Boards ( NCARB ), a national non-profit organization, develops standards for licensure and credentialing of architects.

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Integrating UX into the Product Backlog

Boxes and Arrows

Grouping by themes can also help here. “Agile Development: Lessons learned from the first scrum” Cutter Agile Project Management Advisory Service, Executive Update, Vol. User Stories Applied: For Agile Software Development. Agile Software Development. 20, 2004: [link]. [3] 3] Cagan, Martin.

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Scaling Agile Through Cascading Missions

Moves the Needle

There’s been this tendency to kind of munge agile together with lean manufacturing and lean startup or lean innovation. Next you might think “We’ve got one thousand people and we need to group them into teams and carve up the work into missions.” ” Impactful organization.

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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work – the Minimal Viable Product

Steve Blank

I am always surprised when critics complain that the Lean Startup’s Build, Measure, Learn approach is nothing more than “throwing incomplete products out of the building to see if they work.”. It’s time to update Build, Measure, Learn to what we now know is the best way to build Lean startups. Here’s how. Build-Measure-Learn.

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The Root Cause for Innovation Theater and How to Avoid It

Leanstack

To speed things up, we break these funnels into smaller sub-funnels, define clear local KPIs (key performance indicators), and assign different groups of people (departments or organizations) to optimize them. Innovation funnels, for instance, need at least 2–3 years to go from idea to product/market fit. This is when the problem starts.

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