"If you can't describe what you are doing as a process, you don't know what you are doing." —W. Edwards Deming
What’s the right level of process for your organization? You want to mitigate your risk on new product decisions but also be a nimble organization. Too much process can stifle innovation but too little process means that emergencies occur all too often.
In the last few years, agile methods — particularly Scrum, Lean, and Kanban — have taken hold in development teams around the world. These methods favor light processes, face-to-face interaction, and brief artifacts. They encourage you to work on a small bit of work, show it to a customer, and revise the product frequently based on near real-time feedback. However, executive management seems to miss the rich detail from the “old school” documents: GANTT charts, market requirements documents, business plans.
We can help bridge this divide.
Agile methods optimize the product development process. But optimizing one part of a system often breaks other parts of the system. A typical agile adoption reveals sub-optimal processes and understaffing in other groups; product management can’t feed the process quickly enough, or sales and marketing teams cannot launch new products as quickly as they’re delivered. By fixing one constrained department, we reveal other constraints.
Applied Frameworks can help you define a nimble process with a collection of brief artifacts and efficient practices that provides clarity to the product team while also satisfying the leadership team that your initiatives are on schedule, meet the needs of the business, and align with their strategic vision.
Explore our product playbook concept.