Incident Response Planning

Incident response planning is a crucial aspect of cybersecurity, focusing on preparing organizations to effectively respond to and mitigate security incidents. These incidents can range from data breaches and malware infections to denial-of-service attacks and insider threats. A well-defined incident response plan outlines the steps to be taken when a security incident occurs, including incident detection, containment, eradication, recovery, and post-incident analysis.

Key Components of Incident Response Planning

Incident Detection

Incident response planning begins with the detection of security incidents through monitoring and analysis of network traffic, system logs, and security alerts. Early detection enables organizations to identify and respond to security threats promptly, minimizing the impact on business operations.

Containment and Mitigation

Once a security incident is detected, incident response plans specify containment and mitigation measures to prevent further spread and damage. This may involve isolating affected systems, blocking malicious traffic, and deploying security patches or updates to address vulnerabilities.

Eradication

After containing the incident, organizations focus on eradicating the root cause of the security breach. This may require removing malware, restoring compromised systems from backups, and implementing security enhancements to prevent similar incidents in the future.

Recovery

Incident response plans include procedures for recovering from security incidents and restoring affected systems and services to normal operation. This may involve data restoration, system reconfiguration, and validation of system integrity to ensure that business operations can resume smoothly.

Post-Incident Analysis

Following the resolution of a security incident, incident response plans mandate conducting a post-incident analysis to evaluate the effectiveness of the response and identify areas for improvement. This includes documenting lessons learned, updating incident response procedures, and enhancing security controls to mitigate future risks.

Strategies for Implementing Incident Response Planning

Risk Assessment

Implementing incident response planning begins with conducting a comprehensive risk assessment to identify potential security threats and vulnerabilities. This involves assessing the organization’s assets, threat landscape, and regulatory requirements to prioritize incident response efforts effectively.

Plan Development

Implementing incident response planning involves developing a formal incident response plan tailored to the organization’s needs and objectives. This includes defining roles and responsibilities, establishing communication protocols, and outlining procedures for incident detection, containment, eradication, recovery, and post-incident analysis.

Training and Awareness

Implementing incident response planning requires training employees and stakeholders on their roles and responsibilities during security incidents. This includes conducting tabletop exercises, simulations, and training sessions to ensure that personnel are prepared to respond effectively to security breaches.

Testing and Validation

Implementing incident response planning involves testing and validating the effectiveness of incident response procedures through simulated exercises and drills. This includes conducting mock incident scenarios, evaluating response capabilities, and identifying areas for improvement to enhance incident response readiness.

Benefits of Incident Response Planning

Minimized Impact

Incident response planning minimizes the impact of security incidents by enabling organizations to detect, contain, and mitigate security breaches promptly. This reduces downtime, financial losses, and reputational damage associated with cyberattacks.

Improved Resilience

Incident response planning improves organizational resilience by enhancing preparedness and response capabilities against cyber threats. It enables organizations to recover quickly from security incidents and maintain business continuity in the face of disruptions.

Enhanced Compliance

Incident response planning helps organizations comply with regulatory requirements and industry standards for cybersecurity. It demonstrates due diligence and proactive measures to protect sensitive information and mitigate risks associated with security breaches.

Continuous Improvement

Incident response planning fosters a culture of continuous improvement by evaluating incident response procedures and lessons learned from security incidents. It enables organizations to refine and enhance their incident response capabilities over time, adapting to evolving threats and challenges.

Challenges of Incident Response Planning

Complexity and Scale

Incident response planning can be complex, particularly for large organizations with diverse IT environments and infrastructure. Coordinating incident response efforts across multiple departments, locations, and stakeholders requires careful planning and coordination.

Resource Constraints

Incident response planning may face resource constraints, including budgetary limitations, staffing shortages, and technology gaps. Organizations must allocate sufficient resources to develop, implement, and maintain effective incident response capabilities.

Cybersecurity Skills Gap

Incident response planning may be hindered by a shortage of cybersecurity professionals with the necessary skills and expertise. Organizations must invest in training and development initiatives to build a skilled workforce capable of responding to evolving cyber threats.

Regulatory Compliance

Incident response planning must comply with regulatory requirements and industry standards for cybersecurity. Navigating complex regulatory frameworks and ensuring alignment with compliance mandates adds complexity to incident response efforts.

Implications of Incident Response Planning

Cyber Resilience

Incident response planning enhances cyber resilience by enabling organizations to detect, respond to, and recover from security incidents effectively. It strengthens organizational readiness and resilience against cyber threats, safeguarding critical assets and operations.

Reputation Management

Incident response planning helps protect the reputation and brand image of organizations by minimizing the impact of security incidents on stakeholders and customers. Effective incident response demonstrates proactive measures to address security threats and maintain trust and confidence in the organization.

Legal and Regulatory Compliance

Incident response planning ensures compliance with legal and regulatory requirements for cybersecurity. It helps organizations demonstrate compliance with data protection regulations, breach notification requirements, and industry standards for incident response and data security.

Business Continuity

Incident response planning contributes to business continuity by enabling organizations to maintain essential operations and services during security incidents. It minimizes disruption to business processes, financial losses, and operational downtime associated with cyberattacks.

Conclusion

  • Incident response planning is essential for preparing organizations to effectively respond to and mitigate security incidents.
  • Key components of incident response planning include incident detection, containment, eradication, recovery, and post-incident analysis.
  • Strategies for implementing incident response planning involve risk assessment, plan development, training and awareness, and testing and validation of response procedures.
  • Incident response planning offers benefits such as minimized impact, improved resilience, enhanced compliance, and continuous improvement in cybersecurity capabilities.
  • However, it also faces challenges related to complexity and scale, resource constraints, cybersecurity skills gap, and regulatory compliance.
  • Implementing incident response planning has implications for cyber resilience, reputation management, legal and regulatory compliance, and business continuity, shaping efforts to protect organizations against cyber threats and maintain operational resilience in an increasingly interconnected and digitalized world.
FrameworkDescriptionWhen to Apply
Security TestingSecurity testing involves evaluating the security features of software systems to identify vulnerabilities, weaknesses, and potential threats. This includes assessing the system’s ability to protect data, resist attacks, and maintain confidentiality, integrity, and availability. Security testing encompasses various techniques such as penetration testing, vulnerability scanning, code review, and security audits to detect and address security issues before deployment and minimize the risk of data breaches or unauthorized access.During software development: Security testing should be integrated into the software development lifecycle to identify and address security vulnerabilities early in the process. – Before deployment: Security testing should be conducted before deploying software systems to production environments to ensure they meet security requirements and standards. – After system updates or changes: Security testing should be performed after system updates or changes to identify any new security vulnerabilities introduced during the update process. – Regularly: Security testing should be conducted regularly to detect and mitigate emerging security threats and vulnerabilities. – In response to security incidents: Security testing should be performed in response to security incidents or breaches to assess the extent of the damage and identify weaknesses in the system’s defenses.
Penetration TestingPenetration testing involves simulating real-world cyberattacks to assess the security posture of software systems and networks. This framework focuses on identifying exploitable vulnerabilities and weaknesses in the system’s defenses by attempting to breach security controls, gain unauthorized access, or escalate privileges. Penetration testing helps organizations identify and prioritize security risks, validate the effectiveness of security controls, and improve incident response preparedness by testing the system’s resilience to cyber threats.Before deploying new systems or applications: Penetration testing should be conducted before deploying new systems or applications to identify and address security vulnerabilities before they are exposed to real-world threats. – Regularly: Penetration testing should be performed regularly to assess the effectiveness of security controls and detect any new vulnerabilities introduced by system updates or changes. – After significant changes or updates: Penetration testing should be conducted after significant changes or updates to software systems or networks to ensure that security measures remain effective and up-to-date. – In response to security incidents: Penetration testing should be performed in response to security incidents or breaches to assess the extent of the damage and identify weaknesses in the system’s defenses.
Vulnerability ScanningVulnerability scanning involves automated scanning of software systems and networks to identify known security vulnerabilities and weaknesses. This framework focuses on detecting common security issues such as misconfigurations, outdated software versions, and missing patches that could be exploited by attackers. Vulnerability scanning helps organizations prioritize remediation efforts, patch critical vulnerabilities, and reduce the risk of security breaches by proactively addressing known security weaknesses before they can be exploited.Regularly: Vulnerability scanning should be performed regularly to identify and prioritize security vulnerabilities in software systems and networks. – Before deploying new systems or applications: Vulnerability scanning should be conducted before deploying new systems or applications to identify and address known security vulnerabilities before they are exposed to real-world threats. – After system updates or changes: Vulnerability scanning should be performed after system updates or changes to detect any new vulnerabilities introduced during the update process. – In response to security incidents: Vulnerability scanning should be conducted in response to security incidents or breaches to assess the extent of the damage and identify weaknesses in the system’s defenses.
Code ReviewCode review involves manual or automated examination of software code to identify security vulnerabilities, coding errors, and design flaws that could compromise the security of software systems. This framework focuses on reviewing the source code of applications, libraries, and modules to identify potential security risks such as injection attacks, authentication bypasses, and insecure data handling practices. Code review helps organizations identify and remediate security issues early in the development process, improve code quality, and enforce security best practices.During software development: Code review should be integrated into the software development lifecycle to identify and address security vulnerabilities and coding errors early in the process. – Before deploying new systems or applications: Code review should be conducted before deploying new systems or applications to identify and address security vulnerabilities in the source code before they are exposed to real-world threats. – After significant changes or updates: Code review should be performed after significant changes or updates to software systems or modules to ensure that security measures remain effective and up-to-date. – In response to security incidents: Code review should be conducted in response to security incidents or breaches to assess the extent of the damage and identify weaknesses in the system’s defenses.
Security AuditsSecurity audits involve comprehensive examination and evaluation of an organization’s security policies, procedures, and controls to assess compliance with security standards, regulations, and best practices. This framework focuses on reviewing security documentation, conducting interviews, and performing technical assessments to identify gaps, weaknesses, and non-compliance issues in the organization’s security posture. Security audits help organizations identify areas for improvement, mitigate security risks, and demonstrate due diligence in protecting sensitive information and assets.Regularly: Security audits should be conducted regularly to assess the effectiveness of security policies, procedures, and controls and ensure compliance with security standards and regulations. – Before deploying new systems or applications: Security audits should be performed before deploying new systems or applications to identify and address security risks and ensure compliance with security requirements. – In response to security incidents: Security audits should be conducted in response to security incidents or breaches to assess the extent of the damage and identify weaknesses in the organization’s security defenses.
Security Training and AwarenessSecurity training and awareness programs aim to educate employees about security risks, best practices, and procedures to reduce the likelihood of security incidents caused by human error or negligence. This framework focuses on providing employees with training on topics such as password security, phishing awareness, data protection, and incident response to empower them to recognize and respond to security threats effectively. Security training and awareness programs help organizations build a culture of security, improve employee awareness and vigilance, and mitigate the risk of security breaches resulting from human factors.Regularly: Security training and awareness programs should be conducted regularly to reinforce security best practices and keep employees informed about evolving security threats and risks. – During onboarding: Security training and awareness programs should be provided to new employees during the onboarding process to familiarize them with security policies, procedures, and expectations. – In response to security incidents: Security training and awareness programs should be intensified in response to security incidents or breaches to raise awareness about specific threats and reinforce security measures and protocols.
Incident Response PlanningIncident response planning involves developing and implementing procedures and protocols for detecting, responding to, and mitigating security incidents and breaches effectively. This framework focuses on establishing incident response teams, defining roles and responsibilities, and developing response procedures and communication protocols to facilitate timely and coordinated responses to security incidents. Incident response planning helps organizations minimize the impact of security breaches, restore normal operations quickly, and prevent future incidents through lessons learned and continuous improvement.Before deploying new systems or applications: Incident response planning should be conducted before deploying new systems or applications to ensure readiness to respond to security incidents or breaches effectively. – Regularly: Incident response plans should be reviewed and updated regularly to reflect changes in the threat landscape, technology environment, and business operations and ensure their effectiveness in responding to evolving security threats and risks. – In response to security incidents: Incident response plans should be activated promptly in response to security incidents or breaches to facilitate coordinated and effective responses and minimize the impact on the organization.
Security Controls ImplementationSecurity controls implementation involves deploying and configuring technical and procedural measures to protect software systems and networks from security threats and vulnerabilities. This framework focuses on implementing a layered defense strategy that includes preventive, detective, and responsive controls such as firewalls, intrusion detection systems, encryption, access controls, and security policies. Security controls implementation helps organizations mitigate security risks, protect sensitive data, and ensure compliance with security standards and regulations by enforcing security policies and procedures effectively.During software development: Security controls should be integrated into the software development process to ensure that security measures are built into the design and implementation of software systems from the outset. – Before deploying new systems or applications: Security controls should be configured and tested before deploying new systems or applications to ensure that they are adequately protected against security threats and vulnerabilities. – Regularly: Security controls should be reviewed, updated, and tested regularly to ensure their effectiveness in mitigating evolving security threats and risks and maintaining compliance with security standards and regulations. – In response to security incidents: Security controls should be adjusted and strengthened in response to security incidents or breaches to prevent similar incidents from occurring in the future and enhance the organization’s overall security posture.
Security Risk AssessmentSecurity risk assessment involves identifying, analyzing, and evaluating security risks and threats to software systems and networks to prioritize mitigation efforts and allocate resources effectively. This framework focuses on assessing the likelihood and potential impact of security incidents and breaches, identifying vulnerabilities and weaknesses in the organization’s security defenses, and determining the level of risk tolerance and acceptable risk levels. Security risk assessment helps organizations make informed decisions about security investments, prioritize security initiatives, and develop risk mitigation strategies to protect against the most significant threats and vulnerabilities effectively.Before deploying new systems or applications: Security risk assessments should be conducted before deploying new systems or applications to identify and prioritize security risks and vulnerabilities and inform the development of risk mitigation strategies. – Regularly: Security risk assessments should be performed regularly to assess changes in the threat landscape, technology environment, and business operations and ensure that security measures remain effective in mitigating evolving security risks and threats. – In response to security incidents: Security risk assessments should be conducted in response to security incidents or breaches to identify root causes, lessons learned, and areas for improvement in the organization’s security defenses and risk management processes.
Compliance AssessmentCompliance assessment involves evaluating the organization’s adherence to relevant security standards, regulations, and industry best practices to ensure compliance with legal and regulatory requirements and contractual obligations. This framework focuses on assessing the organization’s policies, procedures, controls, and practices against specific compliance requirements such as GDPR, HIPAA, PCI DSS, or ISO 27001 and identifying areas of non-compliance or gaps in the organization’s security posture. Compliance assessment helps organizations demonstrate compliance to stakeholders, avoid legal penalties, and build trust with customers and partners by adhering to recognized security standards and regulations.Regularly: Compliance assessments should be conducted regularly to ensure ongoing compliance with relevant security standards, regulations, and industry best practices and address any gaps or deficiencies promptly. – Before deploying new systems or applications: Compliance assessments should be performed before deploying new systems or applications to ensure that they meet the necessary security and regulatory requirements and avoid compliance violations. – In response to security incidents: Compliance assessments should be intensified in response to security incidents or breaches to identify any compliance violations or gaps in the organization’s security defenses and address them promptly to prevent recurrence.

Connected Agile & Lean Frameworks

AIOps

aiops
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.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
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

agile-program-management
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

agile-project-management
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

agile-modeling
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

agile-business-analysis
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.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
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 Matrix

business-innovation
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 Model Innovation

business-model-innovation
Business model innovation 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.

Constructive Disruption

constructive-disruption
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.

Continuous Innovation

continuous-innovation
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.

Design Sprint

design-sprint
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.

Design Thinking

design-thinking
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

devops-engineering
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.

Dual Track Agile

dual-track-agile
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

extreme-programming
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

feature-driven-development
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.

Gemba Walk

gemba-walk
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

gist-planning
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.

ICE Scoring

ice-scoring-model
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.

Innovation Funnel

innovation-funnel
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.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
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.

Lean vs. Agile

lean-methodology-vs-agile
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.

Lean Startup

startup-company
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.

Minimum Viable Product

minimum-viable-product
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.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
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

jidoka
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.

PDCA Cycle

pdca-cycle
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.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
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 Analysis

retrospective-analysis
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

scaled-agile-lean-development
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.

SMED

smed
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.

Spotify Model

spotify-model
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.

Test-Driven Development

test-driven-development
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

timeboxing
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

what-is-scrum
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

scrumban
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

scrum-anti-patterns
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-at-scale
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

six-sigma
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

stretch-objectives
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.

Toyota Production System

toyota-production-system
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.

Total Quality Management

total-quality-management
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.

Waterfall

waterfall-model
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. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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