nemawashi

Nemawashi

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Nemawashi is a Japanese term referring to the process of gaining consensus before decision-making. It follows principles like consensus-building, inclusivity, and transparency. Through information gathering, discussions, and proposal circulation, stakeholders provide input, leading to improved decisions, higher commitment, and smoother implementation, despite challenges like time consumption and conflicting opinions.

Principles of Nemawashi

Nemawashi is guided by several key principles:

  • Consensus-building: Nemawashi prioritizes the involvement of all stakeholders to achieve collective agreement and support for decisions. It seeks to minimize conflicts and resistance by addressing concerns upfront.
  • Inclusivity: All relevant parties are included in the decision-making process. This ensures that diverse perspectives, expertise, and concerns are taken into account.
  • Transparency: Information related to the decision-making process is made accessible and open to all involved parties. Transparency fosters trust and encourages open dialogue.

The Nemawashi Process

The Nemawashi process involves several key steps:

  • Information Gathering: The process begins with the collection of data, opinions, and feedback from stakeholders. This step ensures that decision-makers are well-informed about the issue at hand.
  • Informal Discussions: Informal conversations take place to build understanding and consensus among stakeholders. These discussions allow participants to express their viewpoints and concerns.
  • Proposal Circulation: Proposals related to the decision are shared with stakeholders. This step enables feedback and suggestions, giving participants the opportunity to influence the direction of the decision.
  • Consensus Building: Stakeholders work collaboratively to reach a shared decision. This often involves further dialogue, negotiations, and adjustments to the proposal.
  • Decision-making: The final decision is made after a consensus has been achieved. This decision is typically well-supported by stakeholders due to their involvement in the process.

Use Cases of Nemawashi

Nemawashi finds application in various scenarios:

  • Project Planning: Before executing projects, Nemawashi ensures alignment and buy-in from team members. This can lead to smoother project implementation.
  • Organizational Change: When organizations undergo change, Nemawashi helps facilitate smooth transitions by involving all employees in decision-making. It reduces resistance and fosters a sense of ownership.
  • Product Development: In product development, Nemawashi gathers feedback from customers, cross-functional teams, and other stakeholders. This iterative process enhances products and aligns them with customer needs.

Benefits of Nemawashi

Implementing Nemawashi offers several advantages:

  • Improved Decisions: Nemawashi leads to better-quality decisions due to the involvement of multiple perspectives and the thorough exploration of potential issues.
  • Higher Commitment: Stakeholders who actively participate in the Nemawashi process are more committed to decisions. They feel that their voices have been heard and their concerns addressed.
  • Smoother Implementation: Decisions reached through Nemawashi encounter reduced resistance and enjoy increased support during implementation. This contributes to the overall success of initiatives.

Challenges in Implementing Nemawashi

Challenges may arise during the implementation of Nemawashi:

  • Time Consumption: The process may take longer, especially when involving a large number of stakeholders. However, the time invested is often seen as worthwhile for the quality of decisions.
  • Conflicting Opinions: Reaching a consensus can be challenging when stakeholders have opposing views. Skilled facilitation and open dialogue are crucial in addressing conflicts constructively.
  • Cultural Adaptation: Implementing Nemawashi in organizations unfamiliar with the concept may require cultural adaptation. This includes educating teams on the principles and benefits of the process.

Examples

  • Project Team Alignment:
    • Scenario: A project manager needs to ensure that the project team is aligned on project goals and priorities.
    • Nemawashi Application: The project manager initiates the Nemawashi process by gathering input from all team members, including developers, designers, and business analysts. Through informal discussions and proposal circulation, team members provide their perspectives and concerns. The consensus-building phase ensures that everyone agrees on project objectives and timelines, resulting in a highly committed and aligned project team.
  • Organizational Restructuring:
    • Scenario: A company is planning a significant organizational restructuring that will impact multiple departments and employees.
    • Nemawashi Application: To facilitate a smooth transition and minimize resistance, the company implements Nemawashi. It involves collecting feedback and concerns from employees across different departments. Through open discussions and proposal circulation, employees feel heard and have the opportunity to influence decisions. The consensus-building process ensures that the restructuring plan addresses the majority of concerns, leading to higher employee buy-in and reduced disruptions during implementation.
  • Product Feature Prioritization:
    • Scenario: A software development team needs to prioritize which features to include in the next product release.
    • Nemawashi Application: The team follows the Nemawashi process by involving product managers, developers, and customer support representatives. Through information gathering and informal discussions, each stakeholder provides input on feature importance, technical feasibility, and customer needs. Proposal circulation and consensus building help the team reach a collective decision on feature prioritization. This approach ensures that the final decision reflects a balanced view, resulting in a product that better meets customer expectations.
  • Mergers and Acquisitions (M&A):
    • Scenario: Two companies are undergoing a merger, and leaders want to ensure a smooth integration process.
    • Nemawashi Application: Leaders from both companies engage in Nemawashi to address challenges and concerns from employees and stakeholders. Through information gathering and inclusive discussions, leaders work to identify potential integration issues and develop solutions collaboratively. Proposal circulation and consensus building help in forming a unified integration plan. This approach fosters cooperation between the two organizations and results in a more successful merger.
  • Policy Changes in a Nonprofit Organization:
    • Scenario: A nonprofit organization is considering changes to its policies, affecting volunteers and beneficiaries.
    • Nemawashi Application: The organization applies Nemawashi to ensure that volunteers and beneficiaries have a say in the policy changes. Information gathering and informal discussions allow stakeholders to express their views and concerns. Proposal circulation and consensus building help the organization refine policies based on feedback, leading to policies that are more widely accepted and followed by stakeholders.

Nemawashi (Consensus Building) Highlights:

  • Principles: Consensus-building, Inclusivity, Transparency.
  • Process: Information Gathering, Informal Discussions, Proposal Circulation, Consensus Building, Decision-making.
  • Use Cases: Project Planning, Organizational Change, Product Development.
  • Benefits: Improved Decisions, Higher Commitment, Smoother Implementation.
  • Challenges: Time Consumption, Conflicting Opinions, Cultural Adaptation.

Related Frameworks, Models, or ConceptsDescriptionWhen to Apply
Consensus Building– Consensus Building is a process of reaching agreement or alignment among stakeholders through open dialogue, negotiation, and compromise. – It involves facilitating discussions, exploring different perspectives, and seeking common ground to resolve differences and build consensus on key decisions or initiatives. – Consensus Building fosters collaboration, trust, and buy-in among stakeholders, promoting shared ownership and commitment to collective goals and objectives.– When organizations or teams need to address complex or contentious issues, build support, and gain alignment among diverse stakeholders. – Consensus Building promotes transparency, inclusivity, and accountability in decision-making processes, fostering mutual understanding and cooperation to achieve common objectives. – It is applicable in various contexts, including organizational change, project planning, and conflict resolution, where stakeholder engagement and consensus are essential for driving effective outcomes and sustainable solutions.
Stakeholder Engagement– Stakeholder Engagement involves involving and involving stakeholders in decision-making processes, project planning, and policy development. – It entails identifying key stakeholders, understanding their interests, concerns, and expectations, and actively involving them in discussions, consultations, and decision-making forums. – Stakeholder Engagement aims to build trust, relationships, and collaboration with stakeholders, ensuring their voices are heard, and their perspectives are considered in organizational or project decisions.– When organizations seek to build trust, credibility, and support among stakeholders by involving them in decision-making processes and fostering open communication and dialogue. – Stakeholder Engagement enhances transparency, accountability, and legitimacy in decision-making, empowering stakeholders to contribute their insights, expertise, and feedback to shape outcomes and solutions. – It is applicable in various contexts, including corporate governance, community development, and public policy, where stakeholder involvement and participation are critical for building consensus and achieving shared goals and objectives.
Open Communication– Open Communication is a communication approach that emphasizes transparency, honesty, and accessibility in sharing information, ideas, and feedback. – It involves creating channels and platforms for open dialogue, encouraging employees to express their opinions, concerns, and suggestions, and fostering a culture of trust and collaboration. – Open Communication promotes mutual understanding, engagement, and alignment among stakeholders, enabling organizations to build rapport, resolve conflicts, and drive positive change.– When organizations aim to foster trust, transparency, and engagement among employees, customers, or stakeholders by promoting open and honest communication. – Open Communication creates an inclusive and supportive environment where individuals feel valued, respected, and empowered to share their perspectives and contribute to organizational goals and initiatives. – It is applicable in various contexts, including leadership communication, employee engagement, and customer relations, where effective communication enhances trust, morale, and performance.
Conflict Resolution– Conflict Resolution is a process of addressing and resolving conflicts or disputes through constructive dialogue, negotiation, and problem-solving. – It involves identifying underlying issues, interests, and concerns, facilitating communication, and seeking mutually acceptable solutions to resolve conflicts and restore relationships. – Conflict Resolution aims to reduce tension, improve communication, and promote collaboration among parties, enabling them to address differences constructively and move forward toward common goals.– When organizations encounter interpersonal conflicts, disagreements, or misunderstandings that disrupt teamwork, productivity, or morale. – Conflict Resolution provides a structured approach to managing conflicts, fostering constructive dialogue, and finding win-win solutions that address the interests and needs of all parties involved. – It is applicable in team dynamics, organizational culture, and stakeholder relations, where effective conflict resolution skills promote collaboration, innovation, and organizational resilience.
Consensus Decision-Making– Consensus Decision-Making is a decision-making process that seeks to achieve agreement or consent among stakeholders through dialogue, deliberation, and negotiation. – It involves exploring different options, synthesizing diverse perspectives, and finding common ground to reach a decision that satisfies the collective interests and preferences of all parties involved. – Consensus Decision-Making values inclusivity, participation, and mutual respect, enabling stakeholders to contribute their insights and concerns to the decision-making process.– When organizations or teams face complex decisions or issues that require buy-in and support from multiple stakeholders with diverse interests and perspectives. – Consensus Decision-Making promotes collaboration, ownership, and commitment to decisions, fostering a sense of unity and cohesion among stakeholders and mitigating resistance or dissent. – It is applicable in governance, team management, and organizational change, where consensus-building enhances decision quality, implementation effectiveness, and stakeholder satisfaction.
Community Engagement– Community Engagement involves involving and involving community members, residents, or stakeholders in decision-making processes, planning initiatives, and development projects. – It entails building relationships, listening to community needs and concerns, and collaborating on solutions to address local challenges and improve quality of life. – Community Engagement fosters trust, social cohesion, and empowerment, enabling communities to take ownership of their future and work together to create positive change.– When organizations or governments seek to involve citizens, residents, or stakeholders in shaping policies, programs, or projects that affect their lives and communities. – Community Engagement enhances democracy, governance, and social capital by providing opportunities for participation, dialogue, and collaboration between government agencies, community organizations, and residents. – It is applicable in urban planning, public health, environmental management, and social development, where community involvement and participation are essential for sustainable development and inclusive decision-making.
Collaborative Leadership– Collaborative Leadership is a leadership style that emphasizes collaboration, empowerment, and shared decision-making among team members or stakeholders. – It involves fostering a culture of trust, openness, and inclusivity, enabling individuals to work together toward common goals and objectives. – Collaborative Leadership values diverse perspectives, encourages innovation, and builds consensus through active listening, empathy, and collective problem-solving.– When organizations or teams aim to foster teamwork, creativity, and innovation by promoting collaborative leadership behaviors and practices. – Collaborative Leadership empowers individuals to take ownership of their work, contribute their unique talents and perspectives, and collaborate effectively with others to achieve shared goals and objectives. – It is applicable in team-based environments, project management, and organizational change, where collaborative leadership enhances engagement, morale, and performance.
Democratic Decision-Making– Democratic Decision-Making is a decision-making process that involves soliciting input, feedback, and voting from stakeholders to reach consensus or make collective decisions. – It values equality, participation, and accountability, allowing individuals to have a voice in shaping outcomes and influencing decisions that affect them. – Democratic Decision-Making promotes transparency, fairness, and legitimacy in decision-making processes, fostering trust and commitment among stakeholders.– When organizations or groups seek to involve members, employees, or stakeholders in decision-making processes to promote transparency, accountability, and ownership. – Democratic Decision-Making empowers individuals to participate in governance, policy-making, and organizational management, ensuring that decisions reflect the interests and values of the broader community. – It is applicable in democratic societies, grassroots movements, and participatory organizations, where inclusive decision-making processes enhance legitimacy, engagement, and social justice.
Facilitated Dialogue– Facilitated Dialogue is a structured process of communication and problem-solving facilitated by a neutral third party to help stakeholders engage in constructive dialogue, explore different perspectives, and find common ground. – It involves setting ground rules, managing communication dynamics, and guiding participants through a facilitated discussion to address complex issues, build relationships, and reach consensus. – Facilitated Dialogue promotes active listening, empathy, and collaboration, creating a safe and supportive environment for participants to express their views, share concerns, and work together toward solutions.– When organizations or groups encounter conflicts, tensions, or disagreements that hinder effective communication, collaboration, or decision-making. – Facilitated Dialogue provides a structured and neutral platform for stakeholders to address sensitive issues, bridge divides, and build trust through open and respectful dialogue. – It is applicable in organizational conflicts, community disputes, and stakeholder engagements, where facilitated communication enhances understanding, cooperation, and problem-solving.

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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