mottainai

Mottainai (Agile)

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Mottainai is a Japanese concept that promotes the avoidance of waste and emphasizes the value of resources. It involves principles like resource appreciation, sustainability, and frugality, and practices such as reduce-reuse-recycle and mindful consumption. Use cases include waste reduction and energy conservation, with benefits like resource efficiency and cost savings. Challenges involve cultural shifts and influencing consumer behavior, while individuals, businesses, and governments play crucial roles in adopting Mottainai practices.

Principles of Mottainai

  • Resource Appreciation:
    • Central to Mottainai is the principle of resource appreciation. It encourages individuals to recognize and respect the value of resources, whether they are natural resources, materials, or even time. This appreciation leads to a sense of responsibility in utilizing resources wisely.
  • Sustainability:
    • Sustainability is a core tenet of Mottainai. It emphasizes the importance of ensuring that the present generation’s needs are met without compromising the ability of future generations to meet their own needs. Sustainable practices are essential to reduce resource depletion and environmental degradation.
  • Frugality:
    • Mottainai advocates frugality and minimalism. It encourages individuals to minimize waste and avoid extravagance. By being frugal, one can reduce overconsumption and adopt a more responsible approach to resource usage.

Practices of Mottainai

  • Reduce, Reuse, Recycle (the Three R’s):
    • Mottainai aligns closely with the well-known mantra of “Reduce, Reuse, Recycle.” It encourages people to reduce their consumption, reuse items whenever possible, and recycle materials to minimize waste generation. By following these practices, individuals can significantly reduce their ecological footprint.
  • Mindful Consumption:
    • Mindful consumption is a fundamental practice associated with Mottainai. It involves being conscious of one’s resource usage and making deliberate choices to avoid unnecessary purchases. By practicing mindful consumption, individuals can cut down on the acquisition of items that may end up as waste.
  • Sustainable Lifestyle:
    • Mottainai promotes adopting a sustainable lifestyle. This entails making choices that align with sustainability principles, such as conserving resources, supporting sustainable agriculture, and reducing energy consumption. Sustainable living is at the heart of Mottainai’s philosophy.

Use Cases of Mottainai

  • Waste Reduction:
    • Communities, businesses, and individuals can implement Mottainai principles to minimize waste generation. This includes reducing single-use plastics, composting organic waste, and recycling materials effectively. By reducing waste, we reduce the burden on landfills and promote a cleaner environment.
  • Energy Conservation:
    • Energy conservation is another critical application of Mottainai. By adopting energy-efficient practices and transitioning to renewable energy sources, individuals and organizations can significantly reduce their carbon footprints. This supports a cleaner and more sustainable environment.
  • Sustainable Manufacturing:
    • Industries and manufacturing processes can embrace Mottainai by adopting sustainable practices. This includes minimizing resource consumption, reducing emissions, and implementing circular economy principles. Sustainable manufacturing contributes to more responsible resource utilization.

Benefits of Mottainai

The adoption of Mottainai offers several notable benefits to individuals, organizations, and society as a whole:

  • Resource Efficiency:
    • Mottainai optimizes resource utilization. By appreciating the value of resources and avoiding wasteful practices, individuals and businesses can operate more efficiently. This leads to resource savings and cost reductions.
  • Environmental Impact:
    • Mottainai has a significant positive impact on the environment. By reducing waste, conserving energy, and practicing sustainable resource management, it helps mitigate the environmental consequences of overconsumption and waste generation.
  • Cost Savings:
    • Responsible resource management often results in cost savings. Individuals can reduce their expenses by avoiding unnecessary purchases, and businesses can lower their operational costs by minimizing waste and resource consumption.

Challenges of Mottainai

While the principles and practices of Mottainai are highly beneficial, they also come with challenges that must be addressed:

  • Cultural Shift:
    • Encouraging a cultural shift towards mindful consumption and resource appreciation can be challenging. It requires a change in societal values and norms, which may meet resistance.
  • Consumer Behavior:
    • Influencing consumer behavior and choices towards sustainability can be an uphill battle. Convincing individuals to opt for sustainable products and practices may require extensive education and awareness campaigns.
  • Industrial Adoption:
    • Getting industries and businesses to adopt sustainable and eco-friendly practices can be complex. It often involves initial investments in sustainable technologies and changes to established operational processes.

Roles in Mottainai

Various roles play a vital part in the successful implementation of Mottainai principles and practices:

  • Individuals:
    • Individuals play a fundamental role in Mottainai. They are responsible for adopting mindful consumption practices, reducing waste, and making sustainable choices in their daily lives. Their collective actions contribute significantly to the success of Mottainai.
  • Businesses:
    • Businesses have a crucial role in Mottainai by adopting sustainable practices and reducing waste in their operations. They can also influence consumer behavior by offering sustainable products and services.
  • Governments:
    • Governments play a significant role in promoting Mottainai principles through policies and initiatives. They can provide incentives for businesses and individuals to adopt sustainable practices and create regulations that discourage wasteful behaviors.

Examples

  • Food Waste Reduction in Restaurants:
    • Scenario: A restaurant aims to reduce food waste in its operations.
    • Mottainai Application: The restaurant implements Mottainai practices by carefully planning menus to minimize food spoilage, training staff to portion meals accurately, and encouraging customers to take leftovers home. Leftover ingredients are creatively reused in daily specials or donated to local charities. These efforts not only reduce food waste but also save costs and contribute to community well-being.
  • Textile and Fashion Industry Sustainability:
    • Scenario: A fashion brand seeks to align with sustainable and eco-friendly practices.
    • Mottainai Application: The fashion brand embraces Mottainai principles by designing clothing with longevity in mind, using eco-friendly materials, and promoting repair and upcycling services for old garments. Customers are encouraged to buy quality items that stand the test of time, reducing the disposable fashion culture. Mottainai practices lead to a more sustainable fashion industry and conscious consumer choices.
  • Community Recycling Program:
    • Scenario: A community desires to enhance recycling efforts.
    • Mottainai Application: The community adopts Mottainai principles by educating residents about resource appreciation and sustainable living. Recycling bins are strategically placed, and residents are encouraged to reduce waste through composting and reusing items. Regular recycling drives are organized to collect and repurpose materials like electronics, textiles, and furniture. These initiatives promote community engagement and reduce landfill waste.
  • Green Building Construction:
    • Scenario: A construction company aims to reduce resource consumption in building projects.
    • Mottainai Application: The construction company incorporates Mottainai practices by using sustainable building materials, optimizing energy-efficient designs, and recycling construction waste. They prioritize adaptive reuse of existing structures and implement efficient water and energy systems. These practices not only reduce environmental impact but also appeal to environmentally conscious clients.
  • Educational Curriculum on Sustainability:
    • Scenario: An educational institution wishes to educate students about sustainable practices.
    • Mottainai Application: The institution integrates Mottainai principles into its curriculum. Students learn about resource appreciation, waste reduction, and sustainable living. Practical initiatives include recycling programs on campus, waste audits, and sustainable gardening projects. Graduates become advocates for sustainable practices in their communities and workplaces.

Key Highlights of Mottainai – Avoidance of Waste and Resource Appreciation:

  • Concept and Principles: Mottainai, a Japanese concept, revolves around appreciating resources and avoiding waste. It embraces principles of resource appreciation, sustainability, and frugality.
  • Resource Appreciation: Mottainai encourages valuing resources and avoiding wasteful behaviors, fostering a deeper connection to the environment.
  • Sustainability: The concept emphasizes sustainable practices, highlighting the importance of using resources in a way that preserves them for future generations.
  • Frugality: Mottainai promotes minimalism and frugality as a means to reduce waste and unnecessary consumption.
  • Practices:
    • Reduce, Reuse, Recycle: Following the three R’s minimizes waste and conserves resources through thoughtful consumption.
    • Mindful Consumption: Practicing mindfulness in resource usage helps avoid unnecessary purchases and waste.
    • Sustainable Lifestyle: Adopting a sustainable lifestyle aligns actions with Mottainai principles.
  • Use Cases:
    • Waste Reduction: Mottainai reduces waste generation and encourages recycling to minimize environmental impact.
    • Energy Conservation: The concept promotes energy-saving practices and the adoption of sustainable energy sources.
    • Sustainable Manufacturing: Industries adopting Mottainai practices minimize their resource consumption and environmental footprint.
  • Benefits:
    • Resource Efficiency: Mottainai optimizes resource use, reducing wasteful practices and ensuring resources are used effectively.
    • Environmental Impact: The concept contributes to reduced environmental harm and promotes overall sustainability.
    • Cost Savings: Efficient resource management saves costs for individuals, businesses, and communities.
  • Challenges:
    • Cultural Shift: Encouraging a shift towards mindful consumption and resource appreciation requires changing cultural norms.
    • Consumer Behavior: Influencing consumer choices and behavior to align with sustainability can be challenging.
    • Industrial Adoption: Industries need to transition to sustainable practices, which may require significant changes to operations.
  • Roles:
    • Individuals: Individuals take responsibility for their consumption habits, embracing Mottainai principles in daily life.
    • Businesses: Companies adopt sustainable practices and strive to reduce waste and resource consumption.
    • Governments: Governments enact policies and initiatives that promote sustainability, waste reduction, and responsible resource use.
FrameworkDescriptionWhen to Apply
Mottainai (Agile)Mottainai is a Japanese term meaning “wastefulness” or “regret for waste.” In Agile contexts, it emphasizes minimizing waste in processes, resources, and opportunities, aligning with Lean principles of efficiency and continuous improvement.– When aiming to reduce waste and optimize efficiency in Agile development processes.
Lean Software DevelopmentLean Software Development is an Agile methodology inspired by Lean manufacturing principles, emphasizing delivering value to customers, eliminating waste, and optimizing the entire software delivery process. It prioritizes customer satisfaction, continuous improvement, and respect for people.– When aiming to deliver value to customers efficiently, reduce waste, and improve the flow of work in software development projects. – For organizations seeking a holistic approach to Agile that aligns with Lean principles and values.
Agile ManifestoThe Agile Manifesto is a statement of values and principles for Agile software development, emphasizing individuals and interactions, working software, customer collaboration, and responding to change over following a plan. It provides guidance on prioritizing customer needs and adapting to changing requirements.– When aligning software development practices with Agile principles and values. – For teams seeking to prioritize customer satisfaction, collaboration, and adaptability in software development projects.
Scrum FrameworkScrum is an Agile framework for iterative and incremental development, emphasizing teamwork, collaboration, and delivering value to stakeholders in short iterations called sprints. It provides a structure of roles, events, and artifacts to guide teams in Agile development.– When organizing work into iterative cycles, fostering collaboration, and delivering value incrementally in software development projects. – For teams seeking a lightweight Agile framework with defined roles and practices.
Kanban MethodKanban is an Agile method for managing workflow, visualizing work, and limiting work in progress (WIP). It emphasizes continuous delivery, flow, and optimizing the efficiency of the process. Kanban boards are used to visualize tasks and their progress through various stages of work.– When visualizing and managing workflow, limiting work in progress, and optimizing the efficiency of processes in software development or other knowledge work environments. – For teams seeking a flexible Agile approach that accommodates different workflow styles.
Extreme Programming (XP)Extreme Programming (XP) is an Agile software development methodology that emphasizes technical excellence, continuous feedback, and shared ownership. It includes practices such as test-driven development (TDD), pair programming, continuous integration, and frequent releases.– When focusing on technical excellence, delivering high-quality software, and embracing collaborative practices in Agile software development projects. – For teams seeking a disciplined and engineering-centric Agile approach.
Continuous Integration (CI)Continuous Integration (CI) is a practice in Agile software development where team members integrate their code frequently into a shared repository, often multiple times a day. It ensures that changes are tested and validated regularly, facilitating early detection and resolution of integration issues.– When automating the process of integrating code changes and ensuring their compatibility with the existing codebase. – For teams seeking to improve code quality, reduce integration risks, and accelerate the software development lifecycle.
DevOpsDevOps is a set of practices that combines software development (Dev) and IT operations (Ops) to improve collaboration, automate processes, and deliver software more reliably and rapidly. It emphasizes continuous integration, delivery, and deployment, along with cultural and organizational changes.– When aiming to streamline software delivery, increase deployment frequency, and improve collaboration between development and operations teams. – For organizations seeking to accelerate the software delivery lifecycle and enhance overall agility.
Value Stream Mapping (VSM)Value Stream Mapping is a visual tool used to analyze and improve the flow of materials and information required to deliver a product or service to customers. It identifies value-adding and non-value-adding activities, bottlenecks, and opportunities for process optimization.– When identifying opportunities for process improvement, reducing lead times, and eliminating waste in production or service delivery processes.
Retrospective MeetingsRetrospective Meetings are regular meetings held by Agile teams to reflect on their processes, discuss what went well, what didn’t, and how they can improve in the next iteration. They provide a structured opportunity for teams to learn from their experiences and continuously improve their practices.– When fostering a culture of continuous improvement and learning within Agile teams. – For teams seeking to identify and address issues, celebrate successes, and implement improvements in their processes iteratively.

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 Innovation, Agile Methodology, Lean Startup, Business Model Innovation, Project Management.

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

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