By Preston G. Smith
During this landmark e-book, Preston Smith attributes the new decline in innovation to strain from monetary markets that drives administration towards inflexible improvement methods akin to phased improvement techniques, Six Sigma, and undertaking place of work. those tactics have accidentally (but successfully) made alterations in the course of improvement tougher, disruptive, and costly, whereas the necessity for swap maintains at an accelerating velocity. versatile Product improvement is a hands-on source that offers the instruments and methods had to repair flexibility to any association and take away the stumbling blocks that stand within the manner of responsive new product improvement. Preston Smith introduces ways which could increase improvement technique flexibility via growing and holding improvement strategies, delaying judgements, and, as a rule, lowering the price of swap. step by step, he explains the fundamentals of versatile product improvement, offers a vast array of flexibility-enhancing instruments, and publications the reader in editing the organization?s values to include this new method of working.
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Additional info for Flexible Product Development: Building Agility for Changing Markets
However, non-software developers can draw on a rich body of material in a parallel field: agile software development. Although its roots go back further, agile development has arisen since about 2001. 1), which appeared in February 2001. The annual agile conference has grown in attendance from 238 in 2001 to 1111 in 2006, a compound annual growth rate of 36 percent. 10 The remainder of this chapter provides some highlights of agile development to provide background for the non-software flexibility material covered in later chapters.
Of all the practices of XP, this one has been the most difficult to implement. This may be because a metaphor cannot capture all products crisply, or it may be that it has not received enough attention, whether by the methodologists in describing how to create a metaphor or by the teams in allocating adequate time for creating a captivating metaphor. Simple Design. This one runs counter to the way designers normally operate. It says that one should design and implement only what is necessary to satisfy today’s requirement or what the customer needs today.
This is a vision of the product, held in common by the team, that indicates what it will do or how it will differ from what exists now. It provides the team with a compass to know whether it is going in the right direction in the stormy seas of change. I cover product visions in detail in Chapter Two. Of all the practices of XP, this one has been the most difficult to implement. This may be because a metaphor cannot capture all products crisply, or it may be that it has not received enough attention, whether by the methodologists in describing how to create a metaphor or by the teams in allocating adequate time for creating a captivating metaphor.