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Rather than an alternative, design thinking should be regarded as a complementary methodology to lean and agile. All of these methodologies can be applied together throughout the product development life cycle. Organizations should first apply design thinking methodology to identify the right solution for their challenge. Then they should define the solution scope by applying lean methodology. Finally, they should develop and implement the solution with agile methodology. (more…)
The basis of most agile approaches are the Scrum framework, the Kanban method, and elements of the eXtreme Programming (XP) method. Elements commonly used from the Scrum framework are the product backlog, the product owner, the scrum master, the cross-functional development team, the sprint planning, the daily scrum, the sprint review, the sprint backlog, and the sprint retrospective session. (more…)
Change Readiness is assessed from two perspectives: • Organizational systems and structures that need to be improved • People and culture that can support or resist the change (more…)
Ken Schwaber, co-creator of Scrum said: «I estimate that 75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it… Scrum is a very simple framework within which the «game» of complex product development is played. Scrum exposes every inadequacy or dysfunction within an organization’s product and system development practices. The intention of Scrum is to make them transparent so the organization can fix them. Unfortunately, many organizations change Scrum to accommodate the inadequacies or dysfunctions instead of solving them.» In order to overcome increasing complexity in organizations several execution models following...
Organizations search for a magical way to achieve creating new products, technologies, services, and spaces that people love and overcoming complex business, technological, and social problems with new ideas, processes, and business models. This requires a new way of thinking in this age of complexity and uncertainty with many unknowns. Design thinking has become the most distinctive way to achieve innovation in this setup. (more…)
Organizations search for a magical way to achieve creating new products, technologies, services, and spaces that people love and overcoming complex business, technological, and social problems with new ideas, processes, and business models. This requires a new way of thinking in this age of complexity and uncertainty with many unknowns. Design thinking has become the most distinctive way to achieve innovation in this setup. The core step of the design thinking methodology is the idea generation. (more…)
In the design thinking methodology, the prototyping phase turns selected solution ideas into tangible forms. Even the most experienced design thinking teams can’t design the optimum solution on the first trial. Good design is a result of several iterations. Iteration is a cycle of doing something, testing it, improving it, and retesting it. The most efficient method of iterative design is prototyping. (more…)
”Good judgment comes from experience. Experience comes from bad judgment.” – American scientist and author Dr. James Jay Horning Design Thinking promotes taking calculated risks by failing early and cheaply, rather than later and bigger. Following the iterative loop, in the evaluation phase of the design thinking methodology prototyped solutions are tested, in order to update the solution until it satisfies the user needs. User’s critiques of the solution are valuable for the improvement. ”The customer is not always right but always has a point.” It is better and cheaper to discuss and solve problems during this early stage of...
Most organizations have shortened the time horizons for business forecasting and strategic planning due to the business environment’s volatility. The business environment is changing, and the rate of change is accelerating. This change is driven by the global availability of information, technologies, and technology-based infrastructure, and the expanding global marketplace. Accurate, detailed forecasting over a long time horizon is not possible and cannot be used to develop long-term plans for a competitive position in the future. A robust change process is needed to succeed in the future, in order to continuously retune the organization’s processes and react to changes in...