race-model

What is the RACE model?

The RACE model was created in 2010 by Dave Chaffey, author and co-founder of the digital marketing training and consultancy site Smart Insights. Chaffey developed the model after his research showed that 50% of businesses did not follow a digital marketing plan when marketing their products.

ComponentDescriptionBenefitsDrawbacksApplicationsExamples
RACE FrameworkThe RACE framework is a strategic model used in digital marketing to plan and execute marketing activities. It is an acronym that represents the key stages of a digital marketing strategy: Reach, Act, Convert, and Engage.– Provides a structured approach to digital marketing planning. – Helps in optimizing marketing strategies for better results. – Aligns marketing efforts with specific goals and stages.– Requires consistent monitoring and adjustments to remain effective. – Can be resource-intensive, especially for continuous optimization. – Success depends on accurate data analysis and interpretation.– Digital marketing planning and strategy development. – Campaign management and execution. – Performance evaluation and optimization.– A clothing brand increases social media followers in the Reach phase. – An e-commerce site encourages newsletter sign-ups in the Act phase. – An online retailer optimizes the checkout process in the Convert phase. – A subscription-based service offers personalized content in the Engage phase.
Reach (R)The first phase in the RACE model focuses on building brand awareness through various online and offline channels. It involves driving traffic to web presences like microsites, social media pages, and landing pages. Metrics for this stage include social media followers, value per visit, and unique website visitors. Benefits include building a wider audience and increasing brand visibility, but drawbacks may include high competition for audience attention and potential low conversion rates. This phase is used to attract potential customers and create brand recognition.– Wider audience reach. – Increased brand visibility.– High competition for audience attention. – Potential low conversion rates.– Attracting potential customers. – Creating brand recognition.– A clothing brand runs targeted ad campaigns to increase social media followers.
Act (A)The Act phase aims to engage with visitors or prospects and persuade them to take specific actions, such as signing up or browsing products. Metrics include leads, lead conversion rates, shares, likes, and time spent on the site. Benefits involve encouraging user interactions and lead generation, while drawbacks include the fact that not all engaged users may convert, and strategies may need optimization. This phase is used for lead generation and nurturing potential customers.– Encourages user interactions. – Facilitates lead generation.– Not all engaged users may convert. – Strategies may need optimization.– Lead generation. – Nurturing potential customers.– An e-commerce website encourages website visitors to sign up for their newsletter.
Convert (C)The Convert stage focuses on turning leads into paying customers, where they make a purchase or commit to a desired action. Metrics include average order value (AOV), online and offline sales, and revenue. Benefits include generating sales and revenue from converted leads, but drawbacks may include some leads not converting, and conversion rates can vary. This phase is applied to increase sales and drive revenue.– Generates sales and revenue. – Drives revenue from converted leads.– Some leads may not convert. – Conversion rates can vary.– Increasing sales. – Driving revenue.– An online retailer implements the Convert phase to boost online sales by optimizing their checkout process.
Engage (E)The Engage phase revolves around building long-term relationships with first-time buyers to encourage repeat purchases and brand loyalty. Metrics include repeat purchases, customer retention, positive mentions, and Net Promoter Score (NPS). Benefits involve fostering customer loyalty and retention, but drawbacks may include the resource-intensive nature of engaging customers. This phase is used to build and maintain customer relationships and brand loyalty.– Fosters customer loyalty. – Enhances customer retention.– Engaging customers can be resource-intensive.– Building and maintaining customer relationships. – Enhancing brand loyalty.– A subscription-based service offers personalized content to retain and engage existing subscribers.
AnalysisThroughout the RACE framework, data and analytics play a crucial role in evaluating and optimizing marketing strategies. Various metrics and analytics tools are used at each stage to measure performance. Benefits include informed decision-making and performance improvement, but drawbacks may include the complexity of data analysis, and misinterpretation may lead to flawed strategies. Data analysis applies to all stages for continuous improvement.– Informed decision-making. – Performance improvement through data-driven insights.– Complexity of data analysis. – Misinterpretation may lead to flawed strategies.– Continuous performance evaluation and optimization.– Regularly analyzing customer feedback to make improvements based on their needs and preferences.

Understanding the RACE model

The RACE model is a framework that enables organizations to take a more structured, agile, and strategic approach to digital marketing.

The RACE model provides a simple framework that is used to create a digital marketing plan that combines both online and offline communication.

Structured around the traditional marketing funnel, the model also possesses these characteristics:

Practical and action-oriented

The focus of the RACE model is on tactics and their implementation across multiple platforms.

Modern marketing activity integration

This includes paid, owned, and earned inbound marketing activities. Offline marketing activities are also considered.

Based on a performance improvement process

The model also encourages marketers to define, set, review, and analyze KPIs as part of a continuous optimization process.

Customer-centric

As we hinted at above, Chaffey’s model focuses on the customer lifecycle from awareness to conversion, repeat purchases, brand advocacy, and social sharing.

The four steps of the RACE model

The RACE model features four steps across the customer lifecycle that comprise the RACE acronym.

ComponentDescription
Reach (R)The first phase in the RACE model focuses on building brand awareness through various online and offline channels. It involves driving traffic to web presences like microsites, social media pages, and landing pages. Reach can be optimized through paid, earned, and owned media channels. Key performance indicators (KPIs) for this stage include social media followers, value per visit, and unique website visitors.
Act (A)The Act phase aims to engage with visitors or prospects and persuade them to take specific actions. For B2B businesses, this often means lead generation, while for consumers, it could involve actions like searching for products, registering, or reading content. Providing value through lead magnets and encouraging content sharing are essential strategies. KPIs include leads, lead conversion rates, shares, likes, and time spent on the site.
Convert (C)The Convert stage focuses on turning leads into paying customers. It’s crucial to recognize that many strategies may have initially low conversion rates. A/B split tests can help identify the most effective approaches, such as testing different calls to action (CTAs) on landing pages. Surveying the target audience to create data-driven customer profiles is also valuable. KPIs in this phase include average order value (AOV), online and offline sales, and revenue.
Engage (E)The Engage phase revolves around building long-term relationships with first-time buyers to encourage repeat purchases and brand loyalty. Companies should interact with buyers through channels like social media, email, SMS, phone, live chat, and online communities. Enhancing the customer experience is essential. Key KPIs include repeat purchases, customer retention, positive mentions, and Net Promoter Score (NPS) determined through customer satisfaction surveys.

Some interpretations of the model also feature an initial planning step where the digital strategy and its SMART objectives are formulated.

Below we have provided an explanation of the four steps:

Reach (R) 

The first step is to build awareness of a brand and its products and services over online and offline channels.

Traffic should be sent to different web presences such as microsites, social media pages, and landing pages. 

Reach can be maximized by the utilization of paid, earned, and owned media.

Relevant KPIs include social media followers, value per visit, and unique website visitors.

Act (A) 

Act is an abbreviation of interact and concerns persuading visitors or prospects to progress to the next step.

For B2B businesses, this normally entails lead generation.

For the average consumer, actions may encompass searching for a product, viewing a product, registering as a new member, or reading a blog post.

In either case, a lead magnet that provides value to the prospect is a good way to encourage the start of a relationship.

Marketers also need to develop ways to encourage prospects to share their content with others.

KPIs for this step include leads, lead conversion rate, shares, likes, and time on site.

Convert (C)

This step describes the process of transforming a lead into a paying customer.

It’s important to note that most businesses will not hit a home run on the first attempt, with many strategies experiencing low conversion rates. 

To determine the course of action that most resonates with the target audience, A/B split tests can be used to analyze strategy variants.

Different CTAs on a landing page, for example, could be split tested to identify the one that converts the best.

Alternatively, the marketing team can survey its target audience to build a detailed, data-driven customer profile for each segment.

KPIs include average order value (AVO), online sales, offline sales, and revenue.

Engage (E)

The final step deals with creating long-term relationships with first-time buyers that encourage repeat purchases and brand loyalty.

At the very least, the company should interact with buyers via social media and email.

But many are also turning to SMS, phone, live chat, and online communities to build customer lifetime value.

In addition to initiatives that improve customer experience, relevant KPIs here include repeat purchases, customer retention, and positive mentions.

Customer satisfaction surveys should also be used to determine Net Promoter Score (NPS).

Drawbacks of Using the RACE Model:

While the RACE model is a valuable framework for digital marketing, it has some limitations and potential drawbacks:

1. Simplified Framework:

The RACE model simplifies the complex digital marketing landscape, potentially overlooking nuances specific to individual businesses or industries.

2. Potential Overemphasis on Metrics:

Focusing solely on metrics at each stage may lead to a quantitative approach, potentially neglecting qualitative aspects of customer engagement.

3. Rapid Changes in Digital Marketing:

The digital marketing landscape evolves quickly, and the RACE model may not always keep pace with emerging trends and technologies.

4. Resource Intensive:

Implementing all elements of the RACE model may require significant resources, including technology, personnel, and marketing tools.

5. Risk of Over-Automation:

Excessive reliance on automation tools in the Convert and Engage stages may depersonalize customer interactions.

When to Use the RACE Model:

The RACE model is valuable in various scenarios within digital marketing:

1. Campaign Planning:

Use the RACE model when planning digital marketing campaigns to ensure a comprehensive approach that covers all stages of the customer journey.

2. Performance Evaluation:

Employ the model to assess the effectiveness of ongoing digital marketing efforts and identify areas for improvement.

3. Strategy Alignment:

The RACE model helps align digital marketing strategies with broader business goals and objectives.

4. Competitive Analysis:

Utilize the model to analyze and benchmark your digital marketing efforts against competitors in the digital landscape.

How to Use the RACE Model:

Implementing the RACE model effectively involves several key steps:

1. Reach (R):

  • Identify target audiences and personas.
  • Select the most relevant digital channels for reaching your audience.
  • Develop content and campaigns to increase brand awareness and reach potential customers.

2. Act (A):

  • Encourage interactions and engagement with your audience through actions like clicks, likes, shares, or comments.
  • Create compelling and relevant content that motivates users to take action.
  • Employ email marketing, social media, and other channels to drive user engagement.

3. Convert (C):

  • Optimize conversion paths on your website or landing pages to facilitate user actions like sign-ups, downloads, or purchases.
  • Implement conversion rate optimization (CRO) strategies to improve the likelihood of users taking desired actions.
  • Use tools like A/B testing to refine conversion elements.

4. Engage (E):

  • Build and maintain relationships with existing customers through personalized content, email marketing, and social media engagement.
  • Solicit feedback and conduct surveys to understand customer needs and preferences.
  • Encourage repeat purchases and brand loyalty through loyalty programs or exclusive offers.

What to Expect from Implementing the RACE Model:

Implementing the RACE model in digital marketing can lead to several outcomes and benefits:

1. Improved Campaign Effectiveness:

A comprehensive approach covering all stages of the customer journey enhances campaign effectiveness and ROI.

2. Enhanced Customer Engagement:

The RACE model fosters meaningful engagement with customers, leading to stronger relationships and brand loyalty.

3. Data-Driven Decision-Making:

By tracking and analyzing metrics at each stage, businesses can make data-driven decisions and optimize digital marketing strategies.

4. Better Understanding of Customer Behavior:

The model provides insights into customer behavior and preferences, enabling more targeted marketing efforts.

5. Increased Conversions and Revenue:

Efficiently guiding customers through the RACE stages can lead to higher conversion rates and increased revenue.

6. Competitive Advantage:

By aligning digital marketing efforts with the RACE model, businesses can gain a competitive advantage in the digital landscape.

In conclusion, the RACE model is a valuable framework for digital marketing, helping businesses plan and execute effective campaigns across the customer journey.

While it has its drawbacks and complexities, understanding when to use it and how to apply it effectively can lead to improved campaign effectiveness, customer engagement, and data-driven decision-making.

By following the steps outlined in the model and recognizing its potential benefits and drawbacks, organizations can leverage the RACE model to enhance their digital marketing strategies and achieve their goals.

Case Studies

Reach (R):

  • Social Media Awareness Campaign: A tech startup launches an awareness campaign on LinkedIn and Twitter to introduce its innovative product to a professional audience. The campaign utilizes sponsored posts and industry-specific hashtags to maximize reach and attract potential customers.
  • Influencer Partnerships: A cosmetics brand collaborates with beauty influencers on YouTube and Instagram to showcase its new makeup line. These influencers have a large following, allowing the brand to reach a broader audience interested in beauty products.
  • Local Event Promotion: A restaurant promotes a special event on Facebook and through email marketing to reach its local customer base. By targeting the event to the restaurant’s loyal patrons, it ensures a strong turnout and increased awareness within the community.

Act (A):

  • Interactive Product Demos: An electronics retailer offers interactive product demonstrations on its website, allowing customers to virtually explore and interact with the latest gadgets. Visitors can ask questions and make informed decisions, leading to higher conversion rates.
  • Chatbot Engagement: An e-commerce store integrates a chatbot on its website to assist customers with product recommendations, answer inquiries, and guide them through the purchase process. The chatbot’s proactive engagement increases user interactions and conversions.
  • User-Generated Content Contests: A sports equipment brand launches a user-generated content contest on social media, encouraging customers to share photos and videos of their experiences using the brand’s products. This action not only fosters engagement but also generates authentic content for marketing purposes.

Convert (C):

  • Cart Abandonment Recovery: An online fashion retailer implements an email recovery strategy for abandoned shopping carts. It sends personalized emails to customers who left items in their carts, offering discounts or incentives to complete their purchases, leading to higher conversion rates.
  • Lead Scoring and Segmentation: A software-as-a-service (SaaS) company uses lead scoring and segmentation to prioritize leads based on their engagement level and readiness to buy. This strategy allows the sales team to focus on high-potential leads, resulting in more conversions.
  • Free Trial to Paid Subscription: A cloud storage provider offers a free trial of its premium service to attract users. By providing a seamless transition from the free trial to a paid subscription, the company successfully converts free users into paying customers.

Engage (E):

  • Personalized Email Campaigns: An online bookstore engages its customers through personalized email campaigns. These emails recommend books based on customers’ previous purchases and preferences, encouraging them to return to the store and make additional purchases.
  • Customer Feedback and Surveys: An automobile manufacturer actively seeks feedback from its customers through surveys and online forums. This engagement not only shows customers that their opinions matter but also helps the company improve its products and services.
  • Social Media Community: A health and wellness brand cultivates an engaged social media community where customers share their fitness journeys and challenges. The brand regularly interacts with its community, provides support, and acknowledges achievements, fostering long-term loyalty.

Key takeaways:

  • The RACE model is a framework that enables organizations to take a more structured, agile, and strategic approach to digital marketing.
  • The RACE model provides a simple framework that combines online and offline communication channels. It is practical, action-oriented, customer-centric, and KPI-focused. 
  • The RACE model is an acronym for four stages: react, act, convert, and engage. Collectively, the stages loosely represent the customer progression through a traditional marketing funnel.

Key Highlights:

  • RACE Model Introduction: The RACE model was developed by Dave Chaffey in 2010 to address the lack of structured digital marketing plans in businesses. It offers a framework for organizations to approach digital marketing in a more strategic and organized manner.
  • Framework Overview: The RACE model is a framework that blends both online and offline communication channels to create a comprehensive digital marketing plan. It follows the traditional marketing funnel and emphasizes practical tactics, modern marketing integration, performance improvement, and customer-centricity.
  • Key Characteristics:
    • Practical and Action-Oriented: Focuses on actionable tactics across various platforms.
    • Modern Marketing Integration: Includes paid, owned, and earned inbound marketing, even considering offline activities.
    • Performance Improvement Process: Encourages defining, setting, reviewing, and analyzing Key Performance Indicators (KPIs) for continuous optimization.
    • Customer-Centric: Concentrates on the customer lifecycle from awareness to brand advocacy and social sharing.
  • Four Steps of the RACE Model:
    • Reach (R): Create brand awareness through online and offline channels, utilizing paid, earned, and owned media. Key metrics include social media followers, value per visit, and unique website visitors.
    • Act (A): Interact with visitors, encouraging them to take actions such as registering, viewing products, or sharing content. Key metrics include leads, lead conversion rate, shares, likes, and time on site.
    • Convert (C): Transform leads into paying customers using strategies like A/B split tests or data-driven customer profiling. Key metrics include average order value, online/offline sales, and revenue.
    • Engage (E): Build long-term relationships with customers, encouraging repeat purchases and loyalty. Utilize social media, email, SMS, live chat, and more. Key metrics include repeat purchases, customer retention, and positive mentions.
  • Planning Step: Some interpretations of the RACE model include an initial planning step where the digital strategy and SMART objectives are established.
  • Key Takeaways:
    • The RACE model is a structured approach to digital marketing created by Dave Chaffey.
    • It integrates online and offline communication channels for a comprehensive plan.
    • The model focuses on Reach, Act, Convert, and Engage stages.
    • Key metrics are crucial for evaluating performance at each stage and optimizing the strategy.
    • The RACE model emphasizes customer-centricity and continuous improvement in digital marketing efforts.

Connected Agile 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. 

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.

Feature-Driven Development

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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.

eXtreme Programming

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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.

ICE Scoring

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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

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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.

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.

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.

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.

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

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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.

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.

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 Next: MVP, Lean Canvas, Scrum, Design Thinking, VTDF Framework.

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