AGILE @ HARDWARE MANUFACTURING Smash Your Time-To-Market, Boost Innovative Potential and Change the Game in Your Industry with These Innovative Methods and Practices
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Critical Success Factors for Agile Project Management in Non- Software Related Product Development Teams
Western Michigan University ScholarWorks at WMU Dissertations Graduate College 12-2017 Critical Success Factors for Agile Project Management in Non- Software Related Product Development Teams Jeff Totten Western Michigan University, [email protected] Follow this and additional works at: https://scholarworks.wmich.edu/dissertations Part of the Curriculum and Instruction Commons, Educational Assessment, Evaluation, and Research Commons, and the Instructional Media Design Commons Recommended Citation Totten, Jeff, "Critical Success Factors for Agile Project Management in Non-Software Related Product Development Teams" (2017). Dissertations. 3178. https://scholarworks.wmich.edu/dissertations/3178 This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact [email protected]. CRITICAL SUCCESS FACTORS FOR AGILE PROJECT MANAGEMENT IN NON-SOFTWARE RELATED PRODUCT DEVELOPMENT TEAMS by Jeff Totten A dissertation submitted to the Graduate College in partial fulfillment of the requirements for the degree of Doctor of Philosophy Educational Leadership, Research, and Technology Western Michigan University December 2017 Doctoral Committee: Louann Bierlein Palmer, Ed.D., Chair David Szabla, Ed.D. Daniel Gaymer, Ph.D. CRITICAL SUCCESS FACTORS FOR AGILE PROJECT MANAGEMENT IN NON-SOFTWARE RELATED PRODUCT DEVELOPMENT TEAMS Jeff Totten, Ph.D. Western Michigan University, 2017 The use of agile project management methods in the software development industry is well established and researched. The purpose of this study is to understand whether agile project management methods (Scrum in particular) used successfully in the software industry are also being used in full, or in part, in non-software development industries when managing product development projects. -
Joe Justice on Agile Manufacturing Learning Consortium Webinar Q&A
Joe Justice on Agile Manufacturing Learning Consortium Webinar Q&A October 21, 2105 1. How do you deal with certification cycles of federal authorities such as the FDA, FCC, etc., in the context of an Agile manufacturing approach? I would highly recommend the Scrum Inc. webinar “Agile Testing” to take you through the best we’ve seen so far. http://www.scruminc.com/scrumlab-prime/ 2. XMfg - How different is it from the factory model followed in batch jobs production in the manufacturing industry? XMfg practices reduce the cost to make change to the line and the product. This can support batch jobs or one-piece continuous flow. The fastest manufacturing method we’ve seen so far is massively parallel concurrent manufacturing, which funnels work more like a current- generation hyper-threading CPU than a traditional line flow such as batch jobs or one-piece continuous flow. And ultimately XMfg allows the company to affordably iterate more towards this pattern each sprint, again by lowering the cost (in time and money) to make change. 3. Can this be applicable for a nonprofit, high-scale contemporary art exhibition (50-plus projects, two years)? If there is a clear vision (which is encouraged to evolve, but clear at any given point in time), these approaches will apply. And I’d love to see it; please email [email protected] if you try it! If you would like help getting started, I’ll invite you to attend a Certified ScrumMaster class: http://www.scruminc.com/scrum-training/scrum-courses-list/ 4. How long did it take to "print" the carbon car you witnessed at the trade show? Cincinnati BAAM completed the Local Motors DDM (direct digital manufacturing) porotype car during the two-day exhibition. -
Extreme Programming from Wikipedia, the Free Encyclopedia
Create account Log in Article Talk Read Edit View history Search Extreme programming From Wikipedia, the free encyclopedia Main page Extreme programming (XP) is a software development methodology which is Contents intended to improve software quality and responsiveness to changing customer Featured content requirements. As a type of agile software development,[1][2][3] it advocates frequent Current events "releases" in short development cycles, which is intended to improve productivity Random article and introduce checkpoints at which new customer requirements can be adopted. Donate to Wikipedia Wikipedia store Other elements of extreme programming include: programming in pairs or doing Interaction extensive code review, unit testing of all code, avoiding programming of features Help until they are actually needed, a flat management structure, simplicity and clarity in About Wikipedia code, expecting changes in the customer's requirements as time passes and the Community portal problem is better understood, and frequent communication with the customer and Recent changes among programmers.[2][3][4] The methodology takes its name from the idea that the Contact page Planning and feedback loops in beneficial elements of traditional software engineering practices are taken to extreme programming. Tools "extreme" levels. As an example, code reviews are considered a beneficial What links here practice; taken to the extreme, code can be reviewed continuously, i.e. the practice Related changes Software development of pair programming. Upload file process Special pages Critics have noted several potential drawbacks,[5] including problems with Core activities Permanent link unstable requirements, no documented compromises of user conflicts, and a Requirements · Design · Construction · Testing · Debugging · Deployment · Page information lack of an overall design specification or document. -
Scrum for Hardware, with Joe Justice of WIKISPEED and Scrum Inc, USA
! Podcast Episode #10 – How to think like Elon Musk – Scrum for Hardware, with Joe Justice of WIKISPEED and Scrum Inc, USA RAW TRANSCRIPT OF INTERVIEW Balint: Today I have a special guest. If there was a black belt in his field, he would certainly be one of its holders. He's a master of a type of project management, an in- novation method - Agile. Specifically, he's into Scrum, which is the most commonly used Agile method. My guest is Joe Justice from the US, president of Scrum Inc. Hardware at Scrum Inc., and founder of a company called Team WIKISPEED, which is still very much alive. Welcome, Joe, to this episode. Joe: Balint, thanks so much for having me on your Hardware Entrepreneur Podcast. I'm excited to be a part of it and share the best of what I’m learning with your audi- ence. Balint: I'm very excited to talk to you now and share this knowledge because I think you have very valuable points to make which I would try to bring out. We’ve met a few times when you visited Zurich where you regularly give some courses and talks on Scrum through your involvement at Scrum Inc. I've been impressed by your en- thusiasm and, of course, also by your results, every time I hear you give a talk or also a webinar, which I attended today, on Scrum in automotive. I'm equally impressed also whenever I read about Scrum method published by your colleague Jeff Suther- land who is the CEO of Scrum Inc. -
Agile Transformation from Agile Experiments to Operating Model Transformation: How Do You Compare to Others?
Agile Transformation From Agile experiments to operating model transformation: How do you compare to others? 2019 Survey on Agility 2 Preface Preface What comes to mind when you think of Agile? Driven by leadership ambition to remain relevant in the digital future, we see in both our Global CEO Outlook 2019 and our Harvey Nash/KPMG CIO Survey 2019 that Agile is Do you think of IT? Realising results fast? Developing software? increasingly a strategic priority towards becoming future ready. In this survey, we would Or do you think broader? like to dive into this topic further and involve the target operating model on how Agile can ― Working as a team? be implemented. ― Working with multiple self-organising teams? ― Collaborating with customers? We see that we live in a diverse world – our survey shows Agile maturity is different from ― Integrating business and IT? country to country. Originally a European survey, we concluded the survey with responses from more than 120 participants from 17 countries, which include: There is no single answer. Originally defined in 2001 in the Agile Manifesto as a reaction to ― Argentina ― Denmark ― Poland the slow, bureaucratic and stifled creativity experienced in traditional waterfall methods of ― Austria ― France ― Singapore software development, Agile formed the basis for a revolution in the way software is ― Belgium ― Germany ― Sweden developed. ― Bolivia ― Hong Kong SAR ― The Netherlands ― Brazil ― Italy ― Turkey Nowadays we see this revolution increasing its footprint as principles to define entire ― Czech Republic ― Norway organisations and is vastly outgrowing the development of software on a team level. Digitisation is driving the need for flexibility and the increased role of technology in We hope you enjoy our survey; that it contributes to your insights on how to apply agility delivering value. -
The Speed to Cool
Agile Methods in Minutes Craig Smith Welcome… Let’s Go! Foundations Manifesto for -- Agile Software Development Manifesto for -- Agile Software Development Values Signatories 17 signatories 2001 agilemanifesto.org Principles 1 Scrum 1 Scrum “A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.” Process Basis for most iterative processes / methods currently in use. Opinion Roles + Theory - Jeff Sutherland / Ken Schwaber 1996 scrumguides.org 1a Scrumbut (Scrumand) 1a ScrumBut (ScrumAnd) “We're doing Scrum but...” “We use Scrum and...” ScrumBut vs ScrumAnd ScrumAnd framework ScrumBut "We're doing Scrum but..." our sprints are 12 weeks long” ScrumAnd “We use Scrum and we are collaborating and brainstorming within the Scrum Team to increase value every Sprint.” Eric Gunnerson 2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx Ken Schwaber 2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/ 2 Extreme Programming (XP) 2 Extreme Programming (XP) “Extreme Programming is the first popular methodology to view software development as an exercise in coding rather than an exercise in management.” Practices Process Principles + Practices have become Values - software engineering good practice Opinion Kent Beck 1996 extremeprogramming.org 3 Crystal 3 Crystal “Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software development methodologies… designed to scale by project size and criticality” -
Agile Methodologies in Product Development Case: Discrete Manufacturing and Assembly
AGILE METHODOLOGIES IN PRODUCT DEVELOPMENT CASE: DISCRETE MANUFACTURING AND ASSEMBLY Master's thesis Visamäki, Strategic Leading of Technology-based Business Spring 2019 Tero Lappalainen ABSTRACT Strategic Leading of Technology-based Business Visamäki Author Tero Lappalainen Year 2019 Title Agile Methodologies in Product Development Case: Discrete Manufacturing and Assembly Supervisor(s) Jukka Pulkkinen ABSTRACT During last years, the most successful ICT companies has adopted Agile methodologies. What happens when these methods are used in totally different industry? Rapid product development cycles and managing continuously changing priorities are key attributes in developing highly customized products. Aim of this action research was to understand, whether Discrete Manufacturing and Assembly Company's product development process required changes, could design work benefit from agile practices, how new operation model can be implemented and what kind of results it will deliver. Qualitative semi-structured interviews were used to understand current situation and requirement for change. In parallel, a literature and media study were made of methodologies with highest adoption and growth, and industry specific applications. Based on this information, a framework comparison according subject’s prerequisites and a recommendation of most suitable frameworks was made. This was followed by a new operating model description, implementation of required tools and introduction of new model. After and before surveys and comparison of design release volumes for past two years was conducted to evaluate the change impact. Based on the results, a following conclusion was made. Using agile methodology and practices led into increased process clarity, better support for design of high-quality products and increased transparency and communication perceived by process contributors.