Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.
Aspect
Explanation
Concept Overview
– Dual-Track Agile is an agile development approach that recognizes the need for two parallel tracks or pathways to deliver successful software products: Discovery and Delivery. It addresses the challenge of balancing exploration and innovation (Discovery) with the need for efficient and predictable product development (Delivery). Dual-Track Agile ensures that teams continuously learn from user feedback, market insights, and experiments while simultaneously delivering valuable features and enhancements to customers.
Key Principles
– Dual-Track Agile is guided by several key principles: 1. Discovery and Delivery Tracks: The dual-track approach acknowledges that discovery and delivery are distinct but interrelated activities. 2. Iterative and Collaborative: Both tracks operate iteratively and involve close collaboration between product managers, designers, developers, and stakeholders. 3. Continuous Learning: Discovery focuses on continuous learning, user feedback, and experimentation to inform product decisions. 4. Value Delivery: Delivery ensures the efficient and predictable release of features that provide value to customers. 5. Adaptability: Dual-Track Agile allows teams to adapt to changing requirements and market dynamics effectively. 6. Empathy for Users: A deep understanding of user needs and problems is central to both tracks.
Discovery Track
– The Discovery Track in Dual-Track Agile involves activities related to understanding user needs, ideation, and experimentation: 1. Problem Exploration: Teams explore user problems, market opportunities, and competitive landscape through research and analysis. 2. Idea Generation: Creative brainstorming sessions generate potential solutions and product ideas. 3. Prototyping and Validation: Concepts are prototyped and tested with users to gather feedback and validate assumptions. 4. User Story Mapping: User stories and journey maps help visualize and prioritize features and requirements. 5. Continuous Learning: The Discovery Track emphasizes learning and adaptation based on user insights and feedback.
Delivery Track
– The Delivery Track focuses on implementing, testing, and releasing features based on the insights and requirements gathered from the Discovery Track: 1. Feature Development: Development teams work on building and testing features based on validated user stories and requirements. 2. Agile Development Practices: Agile methodologies like Scrum or Kanban are often used to manage development and ensure incremental delivery. 3. Continuous Integration and Deployment: DevOps practices enable continuous integration and deployment to release updates efficiently. 4. Feedback Loops: Delivery teams provide feedback to the Discovery Track about implementation challenges or technical constraints. 5. Quality Assurance: Rigorous testing and quality assurance processes ensure the reliability and functionality of features.
Benefits and Impact
– Dual-Track Agile offers several benefits and impacts: 1. Improved Product-Market Fit: Continuous discovery and user feedback lead to products that better meet user needs and market demands. 2. Reduced Risk: Early validation and learning help mitigate risks associated with building the wrong product. 3. Faster Delivery: The Delivery Track maintains a steady cadence of feature releases, reducing time-to-market. 4. Enhanced Collaboration: Collaboration between discovery and delivery teams fosters alignment and shared understanding. 5. Adaptability: Teams can adapt to changing priorities and emerging insights, making the development process more agile. 6. Higher Quality: Quality is improved through rigorous testing and feedback loops.
Challenges and Risks
– Challenges in implementing Dual-Track Agile may include resource allocation between the two tracks, maintaining a balance between exploration and delivery, and ensuring effective communication and collaboration between teams. Risks can involve the potential for the discovery track to become disconnected from development or for delivery to outpace validated learning.
Many assume that the most important part of lean and agile methodologies is delivery velocity.
However, product discovery is equally as important in ensuring that only products customers love are built.
Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few.
These somewhat traditional methods of product discovery occur as a phase. Insights are handed over to delivery teams after weeks or sometimes months of product research.
During this time, user feedback can become messy as details are lost or simply incorrect. Indeed, users may not understand what they are asking for or worse still, what they actually need.
Uncovering these insights takes time and effort, which many product managers aren’t willing to commit.
This leads to assumptions being made which ultimately threaten the integrity of the product.
Dual Track Agile aims to validate product ideas as quickly and cost-effectively as possible. In other words, to increase learning velocity to complement the delivery velocity characteristic of the agile approach.
The two-tracks of Dual Track Agile
As noted, Dual Track Agile incorporates two tracks:
The discovery track (team)
Who gather insights, feedback, product ideas, and develop product personas based on stakeholder goals.
Discoveries must be assessed in the context of market opportunities, competitor products, and user expectations.
The delivery track (team)
Encompassing the process many practitioners call agile development. Taking the insights provided by the discovery track, the delivery track builds and releases as many useful features as possible in a given sprint.
To be effective, the discovery and delivery track must work concurrently with high collaboration between each team.
There is no requirement for the discovery team to fully define all product backlog items before the delivery team can begin development.
The Dual Track Agile process is non-linear and involves the key members of each team (managers, designers, and developers) working together throughout.
Ultimately, it is a balanced approach that allows the delivery team to work on one set of features while the discover team simultaneously determines what the next features should be.
Benefits of Dual Track Agile
Higher quality products
During the Dual Track agile approach, only validated product ideas are allowed onto backlogs.
This increases the odds that the user base will resonate with a given product feature if it is built.
Lower development costs
When the discovery and delivery team work in unison, development velocity increases which reduces cost.
In other words, Dual Track Agile avoids the scenario where one team is sitting idle while it waits for the other team to complete a task.
This creates a streamlined and cost-effective development cycle where both teams work to well-informed and detailed plans.
Adaptability
Increasing delivery velocity helps businesses adapt to fluctuating consumer trends or improvements in technology.
The rapid creation of prototypes shows customers that the business is attuned to their needs and has a desire to meet those needs long term.
Potential Drawbacks of Dual Track Agile:
While Dual Track Agile offers several advantages, it’s essential to be aware of potential drawbacks:
Complexity: Managing two parallel tracks can be more complex than a single-track Agile approach.
Resource Intensive: Dual Track Agile may require additional resources, including dedicated teams for the Discovery track.
Alignment Challenges: Maintaining alignment between the two tracks can be challenging and requires effective communication.
Scope Creep: There is a risk of scope creep if discoveries lead to continuous changes in the project’s direction.
When to Use Dual Track Agile:
Dual Track Agile is suitable in various business scenarios:
Product Innovation: When organizations want to foster a culture of innovation and regularly introduce new features or products.
Complex Projects: For projects where requirements are not well-defined, and there is a need to explore and validate ideas before committing to development.
User-Centric Design: In cases where user research and feedback are critical to creating products that meet customer needs.
Continuous Improvement: When organizations aim to continuously improve their products or services based on user feedback and changing market conditions.
How to Implement Dual Track Agile Effectively:
To implement Dual Track Agile effectively, consider the following steps:
Establish Tracks: Clearly define and separate the Discovery track and the Delivery track, each with its own team and objectives.
Prioritize Discovery: Give equal importance to the Discovery track, ensuring that user research and validation are carried out rigorously.
Feedback Loops: Implement robust feedback mechanisms to ensure that insights from the Discovery track inform the work in the Delivery track.
Prototyping and Experimentation: Encourage rapid prototyping and experimentation in the Discovery track to test ideas and assumptions.
Collaboration: Promote collaboration and communication between teams in both tracks to ensure alignment.
Iterate and Adapt: Continuously iterate based on user feedback and adjust the roadmap and priorities accordingly.
Key takeaways
Dual Track Agile is a concurrent software development methodology with an aim to validating ideas as quickly and cost-effectively as possible.
Dual Track Agile incorporates two tracks, one is occupied by the delivery team and the other by the discovery team. Both teams work simultaneously in a non-linear fashion. Key members of each team must maintain a high degree of collaboration to avoid project downtime.
Dual Track Agile increases the odds of higher quality products that address real customer needs. It also lowers development costs and makes the organization more adaptable to changing market conditions.
Key Highlights of Dual Track Agile:
Definition and Purpose:
Dual Track Agile is an agile methodology that emphasizes both product discovery and product delivery.
While many focus on delivery velocity in agile methodologies, Dual Track Agile emphasizes the importance of validating product ideas through efficient and cost-effective discovery methods.
Importance of Product Discovery:
Product discovery is crucial to ensure that products built are what customers truly love.
It involves methods like design thinking, lean startup, and A/B testing to learn about user needs and preferences.
Two Tracks of Dual Track Agile:
Discovery Track: Focuses on gathering insights, feedback, and developing product ideas and personas.
Delivery Track: Encompasses the agile development process, building and releasing features based on insights from the discovery track.
Concurrent and Collaborative Approach:
Dual Track Agile requires collaboration between the discovery and delivery teams.
Both tracks work concurrently with a balanced approach, allowing development to proceed while new ideas are discovered.
Benefits of Dual Track Agile:
Higher Quality Products: Validated product ideas are prioritized, leading to features that resonate with users.
Lower Development Costs: Collaborative work between teams increases development velocity, reducing costs.
Adaptability: Rapid prototypes and quick feature releases allow businesses to adapt to changing consumer trends and technological improvements.
Key Takeaways:
Dual Track Agile validates ideas efficiently by incorporating discovery and delivery tracks.
Both teams work concurrently with a high degree of collaboration to avoid project downtime.
It leads to better products, lower costs, and increased adaptability to changing market conditions.
Related Frameworks
Description
When to Apply
Scrum Framework
– Scrum is an iterative and incremental Agile framework for managing complex projects. – It emphasizes empirical process control, self-organization, and collaboration to deliver high-value products. – Scrum roles include the Product Owner, Scrum Master, and Development Team. – It consists of sprints, daily stand-ups, sprint reviews, and retrospectives for continuous improvement.
– When managing software development projects or other complex initiatives where requirements may change frequently, and iterative delivery is preferred.
Kanban Method
– Kanban is a visual management tool that helps teams optimize workflow and limit work in progress. – It visualizes the flow of work on a Kanban board, with columns representing different stages of the workflow. – It focuses on continuous delivery, pull-based scheduling, and workflow transparency to improve efficiency and effectiveness. – Kanban allows teams to identify bottlenecks and optimize processes iteratively.
– When managing workflows or projects that require flexibility, visualizing work, and minimizing waste by limiting work in progress.
Lean Startup
– The Lean Startup methodology emphasizes rapid experimentation, validated learning, and iteration in product development cycles. – It advocates for building minimum viable products (MVPs) to test assumptions and gather feedback from customers early. – Lean Startup principles include validated learning, innovation accounting, and build-measure-learn cycles. – It aims to reduce waste, validate hypotheses, and accelerate time to market.
– When launching new products or ventures, especially in uncertain environments, to quickly validate assumptions, learn from customer feedback, and iterate on product development based on validated learnings.
Design Thinking
– Design Thinking is a human-centered approach to innovation that focuses on empathizing with users, defining problems, ideating solutions, prototyping ideas, and testing with users. – It encourages collaboration, creativity, and iteration to develop innovative solutions. – Design Thinking stages include empathize, define, ideate, prototype, and test. – It aims to uncover latent needs and create desirable solutions that meet user needs effectively.
– When seeking to understand user needs, generate innovative ideas, and prototype solutions iteratively to solve complex problems or develop user-centric products and services.
Lean UX
– Lean UX applies Lean principles to user experience (UX) design, focusing on rapid iteration, collaboration, and validated learning. – It emphasizes cross-functional teams, early and frequent testing, and minimal viable products (MVPs). – Lean UX methods include user research, collaborative design, and iterative prototyping. – It aims to reduce waste, increase efficiency, and deliver value to users quickly and continuously.
– When integrating UX design processes with Agile development, particularly in environments where rapid iteration and user feedback are essential to product success.
Scaled Agile Framework (SAFe)
– SAFe is a scalable and collaborative framework for large-scale Agile projects. – It provides guidance on organizational alignment, team collaboration, and continuous delivery. – SAFe includes roles, events, and artifacts tailored for enterprise-level agility. – It supports program increment planning, value stream mapping, and devops practices for end-to-end delivery.
– When implementing Agile at scale across large organizations or managing complex projects with multiple teams and dependencies.
Agile Testing Quadrants
– Agile Testing Quadrants categorize testing activities into four quadrants based on their purpose and level of automation. – Quadrant 1 focuses on technology-facing tests like unit tests and component tests. – Quadrant 2 covers business-facing tests such as acceptance tests and exploratory testing. – Quadrant 3 includes business-facing tests for non-functional requirements like performance and security. – Quadrant 4 encompasses technology-facing tests for non-functional requirements.
– When planning and organizing testing activities in Agile projects to ensure comprehensive test coverage and align testing efforts with project objectives and requirements.
Continuous Delivery
– Continuous Delivery is a software development practice where code changes are automatically built, tested, and deployed to production environments. – It emphasizes automated and reliable release processes to enable frequent and predictable software releases. – Continuous Delivery relies on continuous integration, automated testing, and infrastructure as code to streamline the delivery pipeline.
– When aiming to achieve shorter development cycles, faster time to market, and more reliable software releases by automating the build, test, and deployment processes in software development.
DevOps
– DevOps is a culture, philosophy, and set of practices that aims to bridge the gap between software development and IT operations. – It promotes collaboration, automation, and measurement to improve deployment frequency, reliability, and scalability. – DevOps practices include continuous integration, continuous deployment, and infrastructure as code. – It aims to create a culture of shared responsibility and rapid feedback.
– When seeking to improve collaboration between development and operations teams, accelerate software delivery, and enhance the reliability and quality of software releases through automation and cultural alignment.
Agile Modeling
– Agile Modeling is a practice-based methodology for modeling and documentation in Agile projects. – It advocates for sufficient and just-in-time modeling, focusing on value and communication. – Agile Modeling principles include model with a purpose, multiple models, and travel light. – It aims to minimize waste, improve communication, and maximize the value of modeling efforts in Agile development.
– When modeling and documenting software systems in Agile projects, emphasizing agility, simplicity, and value-driven approaches to modeling and communication.
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.
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Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.
Business modelinnovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.
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The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
