smarter-goals

SMARTER Goals

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SMARTER Goals is an acronym that stands for Specific, Measurable, Achievable, Relevant, Time-Bound, Evaluated, and Reviewed. It’s a framework used to create well-defined goals that are clear, quantifiable, attainable, aligned, time-bound, and subject to regular evaluation and adjustment.

Elements of Smarter Goals:

  • Specific: Smarter goals should be specific and well-defined. This means clearly articulating what needs to be accomplished and avoiding vague or ambiguous language. Specificity helps in focusing efforts and resources toward achieving the goal.
  • Measurable: Goals should include quantifiable criteria for measurement. Establishing specific metrics allows for objective assessment of progress and success. Measurable goals answer questions like “How much?” or “How many?”
  • Achievable: Smarter goals should be realistic and attainable. While it’s important to set challenging objectives, setting goals that are overly ambitious and unattainable can lead to frustration and demotivation. Achievability ensures that goals are within reach with the available resources and capabilities.
  • Relevant: Goals should be relevant and aligned with broader objectives and the context in which they are set. It’s essential to ensure that pursuing the goal contributes to the overall mission or strategy. Irrelevant goals can divert attention and resources from more critical priorities.
  • Time-Bound: Smarter goals should have a defined timeframe for completion. Setting a deadline creates a sense of urgency and helps prevent procrastination. It answers the question, “When will this be accomplished?”
  • Evaluated: Goals should be regularly assessed for progress. Continuous evaluation ensures that efforts remain on track and provides opportunities to make adjustments as needed. Monitoring progress allows for early identification of potential challenges.
  • Reviewed: Periodic review of goals is crucial to assess their relevance, status, and alignment with changing circumstances. Reviewing goals allows for updates or modifications based on evolving needs or priorities.

Behavior Types Encouraged by Smarter Goals:

  • Clarity: Smarter goals encourage a clear understanding of goal objectives among individuals or teams. When everyone understands what needs to be achieved, collaboration and coordination become more effective.
  • Measurement: Smarter goals promote the use of quantifiable measures for success. This measurement-driven approach enables objective assessments of progress and helps in determining when a goal has been achieved.
  • Realism: The “Achievable” component of smarter goals encourages setting goals that are realistic and feasible. This behavior type discourages the setting of unrealistic or overly ambitious goals.
  • Alignment: Smarter goals emphasize the importance of aligning individual or team goals with broader strategic aims. When goals are in harmony with organizational objectives, they contribute more meaningfully to overall success.
  • Time Focus: Setting specific timeframes for goal achievement fosters a sense of urgency and ensures that goals are not open-ended. This behavior type encourages timely action and completion.
  • Evaluation: Smarter goals promote the regular assessment of progress toward goals. This behavior encourages a proactive approach to goal monitoring and allows for timely adjustments if needed.
  • Adaptation: The “Reviewed” component of smarter goals encourages flexibility and adaptability. It recognizes that circumstances may change, and goals may need to be adjusted accordingly.

Understanding SMARTER Goals:

What are SMARTER Goals?

SMARTER Goals are a structured and strategic approach to goal setting that ensures clarity, accountability, and measurable progress. The acronym SMARTER stands for Specific, Measurable, Achievable, Relevant, Time-bound, Evaluated, and Reviewed. These criteria provide a framework for setting and achieving goals effectively.

Key Elements of SMARTER Goals:

  1. Specific: Goals should be clear, specific, and well-defined to provide a clear understanding of what needs to be accomplished.
  2. Measurable: Goals should include quantifiable criteria to track progress and determine when the goal has been achieved.
  3. Achievable: Goals should be realistic and attainable, considering available resources and constraints.
  4. Relevant: Goals should align with broader objectives and be relevant to the individual, team, or organization setting them.
  5. Time-bound: Goals should have a defined timeframe or deadline to create a sense of urgency and accountability.
  6. Evaluated: Progress toward the goal should be regularly assessed and evaluated to make necessary adjustments.
  7. Reviewed: After the goal has been achieved or the deadline has passed, a review process should take place to reflect on the outcome and identify lessons learned.

Why SMARTER Goals Matter:

Understanding SMARTER Goals is essential for recognizing their impact on personal development, project management, and business strategy. Recognizing the benefits and limitations of this goal-setting framework informs strategies for achieving success.

The Impact of SMARTER Goals:

  • Clarity and Focus: SMARTER Goals provide clarity and focus by specifying what needs to be achieved and how to measure progress.
  • Accountability: By setting measurable objectives and deadlines, SMARTER Goals create a sense of accountability and responsibility.
  • Continuous Improvement: The evaluation and review components of SMARTER Goals foster a culture of continuous improvement.

Benefits of Understanding SMARTER Goals:

  • Achieving Success: SMARTER Goals increase the likelihood of achieving personal and organizational objectives.
  • Effective Project Management: In project management, SMARTER Goals help teams stay on track and deliver results.

Challenges of Understanding SMARTER Goals:

  • Overemphasis on Metrics: Focusing solely on measurable criteria can lead to neglecting other important aspects of goal achievement, such as the quality of the process.
  • Rigidity: A rigid adherence to the SMARTER criteria may not be suitable for all types of goals or contexts.

Challenges in Understanding SMARTER Goals:

Understanding the limitations and challenges associated with SMARTER Goals is essential for individuals, teams, and organizations aiming to leverage their benefits effectively.

Overemphasis on Metrics:

  • Quality vs. Quantity: Measurable criteria may not capture the full essence of certain goals, such as creative or qualitative objectives.
  • Unintended Consequences: Overemphasizing metrics can lead to undesirable behaviors, such as gaming the system to achieve numerical targets.

Rigidity:

  • Context Sensitivity: Not all goals may fit neatly into the SMARTER framework, especially in rapidly changing or innovative environments.
  • Adaptability: In dynamic situations, rigid adherence to predefined SMARTER criteria may hinder the ability to pivot or adjust goals.

SMARTER Goals in Action:

To understand SMARTER Goals better, let’s explore how they operate in real-world scenarios and what they reveal about their impact on personal development, project management, and business strategy.

Personal Development:

  • Scenario: An individual is setting personal development goals to improve their time management skills.
  • SMARTER Goals in Action:
    • Specific: The goal is to reduce time spent on non-essential tasks and increase focus on important projects.
    • Measurable: Progress is tracked by monitoring the amount of time dedicated to high-priority tasks each week.
    • Achievable: The individual considers their workload and available time to set a realistic target.
    • Relevant: Improved time management aligns with the individual’s desire for increased productivity.
    • Time-bound: A deadline of three months is set to achieve significant improvements.
    • Evaluated: Regular reviews assess the effectiveness of time management strategies.
    • Reviewed: After three months, a review reveals whether the goal was achieved and if adjustments are needed.

Project Management:

  • Scenario: A project manager is leading a team in the development of a software application.
  • SMARTER Goals in Action:
    • Specific: The goal is to complete the coding phase of the project according to the project plan.
    • Measurable: Progress is tracked by the number of coding tasks completed and their alignment with the project timeline.
    • Achievable: The project manager ensures that the team has the necessary resources and skills to meet the coding milestones.
    • Relevant: The coding phase is crucial to achieving the project’s overall objective of delivering a functional application.
    • Time-bound: Milestones are set with specific deadlines to keep the project on schedule.
    • Evaluated: Regular evaluations of the coding progress occur through project meetings and status reports.
    • Reviewed: After the coding phase is completed, a review assesses whether the project is on track and if any adjustments are needed.

Business Strategy:

  • Scenario: A company is setting strategic goals to expand its market share in a competitive industry.
  • SMARTER Goals in Action:
    • Specific: The goal is to increase market share by 15% within the next fiscal year.
    • Measurable: Progress is tracked by market share percentage and compared to the baseline.
    • Achievable: The company analyzes its resources, market conditions, and competitive advantages to set a realistic target.
    • Relevant: Expanding market share aligns with the company’s strategic objective of growth and profitability.
    • Time-bound: The goal has a clear timeframe of one year to create a sense of urgency.
    • Evaluated: Regular evaluations assess the effectiveness of marketing and sales strategies.
    • Reviewed: After one year, a review measures the actual increase in market share and identifies strategies that contributed to or hindered progress.

Examples of Smarter Goals:

  • Increase Sales Revenue by 10% Within the Next Quarter: This goal is specific (increase sales revenue), measurable (by 10%), achievable (assuming it’s realistic based on the current sales performance), relevant (aligned with the business objective), and time-bound (within the next quarter).
  • Achieve a Weight Loss of 5 Kilograms in 3 Months Through Regular Exercise: This personal goal is specific (weight loss), measurable (5 kilograms), achievable (assuming it’s realistic based on individual health and circumstances), relevant (related to health and fitness), and time-bound (within 3 months).
  • Complete an Online Project Management Course Within 2 Months: This learning goal is specific (complete a course), measurable (within 2 months), achievable (if the individual has the time and resources), relevant (related to career development), and time-bound (within 2 months).

Legacy and Relevance Today:

In conclusion, SMARTER Goals remain a valuable framework for setting and achieving objectives in personal development, project management, and business strategy. Their structured approach to goal setting enhances clarity, accountability, and measurable progress.

The legacy of SMARTER Goals continues to shape discussions about effective goal setting, performance management, and strategic planning. While challenges such as overemphasis on metrics and rigidity exist, their role in guiding individuals, teams, and organizations toward success remains as relevant today as ever. By considering SMARTER Goals, individuals and entities can set clear objectives, track progress effectively, and adapt strategies to achieve their desired outcomes, ultimately contributing to personal and organizational growth and success.

Key Highlights

  • SMARTER Goals: Acronym representing Specific, Measurable, Achievable, Relevant, Time-Bound, Evaluated, and Reviewed goals.
  • Clear Definition: Goals should be well-defined and focused.
  • Quantifiable Measurement: Goals should have measurable criteria for success.
  • Realistic and Attainable: Goals should be achievable within the given context.
  • Alignment: Goals should align with broader objectives and context.
  • Time-Focused: Goals should have a specific timeframe for completion.
  • Regular Evaluation: Goals should be assessed for progress and effectiveness.
  • Adaptability: Goals should be periodically reviewed and adjusted if needed.
  • Behavior Types: Encourages clarity, measurement, realism, alignment, time focus, evaluation, and adaptation.
  • Benefits: Improved clarity, focus, and sense of achievement.
  • Challenges: Complexity in detailed goal tracking and potential time constraints.
  • Examples: Increase sales revenue by 10%, achieve weight loss of 5kg in 3 months, complete online course in 2 months.

Related FrameworksDescriptionWhen to Apply
OKRs (Objectives and Key Results)– OKRs (Objectives and Key Results) is a goal-setting framework used to define and track objectives and their associated outcomes. OKRs consist of ambitious, qualitative objectives and measurable key results that define success criteria. The SMARTER criteria align with OKRs by emphasizing specificity, measurability, achievability, and relevance. OKRs provide a structured approach for setting challenging goals, driving alignment, and tracking progress toward desired outcomes.– When setting organizational goals, strategic objectives, or performance targets. – Implementing OKRs to cascade goals and priorities throughout an organization, monitor progress, and drive accountability and focus on key results.
BHAGs (Big Hairy Audacious Goals)– BHAGs (Big Hairy Audacious Goals) are ambitious, long-term goals that inspire and motivate individuals and organizations to achieve extraordinary results. BHAGs align with the SMARTER criteria by emphasizing specificity, achievability, and relevance, while also encouraging boldness and innovation. BHAGs provide a compelling vision for the future and serve as a rallying point for collective action and commitment.– When setting long-term strategic goals, vision statements, or moonshot initiatives. – Establishing BHAGs to inspire and align teams, foster innovation, and drive breakthrough performance in pursuit of audacious objectives.
CASC (Clear, Achievable, Specific, and Challenging)– CASC (Clear, Achievable, Specific, and Challenging) goals represent a variation of the SMARTER criteria that emphasizes clarity, achievability, specificity, and challenge. CASC goals align with SMARTER goals by prioritizing clear and specific goal statements, achievable targets, and challenging objectives that stretch individuals and teams beyond their comfort zones. CASC goals provide a framework for setting meaningful, actionable goals that drive performance and progress.– When setting personal goals, project milestones, or team objectives. – Using CASC goals to clarify expectations, establish measurable targets, and promote accountability and commitment to achieving challenging yet attainable outcomes.
MBOs (Management by Objectives)– MBOs (Management by Objectives) is a management approach that involves setting specific, measurable objectives for individuals or teams and aligning them with organizational goals and priorities. MBOs are consistent with the SMARTER criteria by emphasizing specificity, measurability, achievability, and relevance in goal setting and performance management. MBOs provide a structured framework for clarifying expectations, fostering accountability, and driving performance improvement.– When establishing performance objectives, setting employee goals, or conducting performance reviews. – Implementing MBOs to align individual and team efforts with organizational objectives, track progress, and enhance performance effectiveness and accountability.
GROW Model– The GROW Model is a coaching framework used to facilitate goal setting and problem-solving conversations. The SMARTER criteria are integrated into the GROW Model by emphasizing specific, measurable, achievable, and relevant goals during the goal-setting phase. The GROW Model guides individuals through a structured process of setting goals, exploring reality, generating options, and determining the way forward to achieve desired outcomes.– When coaching individuals or teams to set and achieve personal or professional goals. – Applying the GROW Model to facilitate goal-setting discussions, clarify objectives, explore potential barriers, and develop action plans to progress toward desired outcomes.
5W1H Framework– The 5W1H Framework (Who, What, When, Where, Why, How) is a structured approach used to gather information and clarify objectives by addressing key questions about a particular goal or problem. The SMARTER criteria align with the 5W1H Framework by emphasizing the importance of specifying who is involved, what needs to be accomplished, when it will be done, where it will take place, why it is important, and how it will be achieved. The 5W1H Framework provides a systematic way to define clear, actionable goals and develop strategies for goal attainment.– When defining project objectives, problem-solving, or conducting root cause analysis. – Using the 5W1H Framework to gather information, clarify goals, identify constraints, and develop action plans to address specific challenges or opportunities.
Backward Goal Setting– Backward Goal Setting involves starting with the desired end result and working backward to determine the steps needed to achieve it. The SMARTER criteria are applied in backward goal setting by defining specific, measurable, achievable, relevant, and time-bound objectives that contribute to the overarching goal or outcome. Backward goal setting helps individuals and teams focus on outcomes and prioritize actions that align with their ultimate objectives.– When planning projects, initiatives, or long-term objectives. – Employing backward goal setting to clarify desired outcomes, identify key milestones, and develop action plans that sequentially lead to goal attainment and success.
ROPE Model (Resourced, Objective, Persuasive, and Evaluated)– The ROPE Model is a goal-setting framework that emphasizes four key elements: being resourced, having clear objectives, employing persuasive strategies, and evaluating progress. The SMARTER criteria align with the ROPE Model by emphasizing specific, measurable, achievable, and relevant objectives, as well as the importance of evaluation and feedback. The ROPE Model provides a comprehensive approach to setting and achieving goals effectively.– When developing marketing campaigns, persuasive communications, or behavior change interventions. – Utilizing the ROPE Model to ensure that goals are well-defined, supported by resources, persuasive in their messaging, and systematically evaluated to drive desired outcomes.
Backward Planning– Backward Planning involves starting with the end goal or desired outcome and then identifying the steps required to achieve it in reverse order. The SMARTER criteria are integrated into backward planning by specifying clear, measurable, achievable, relevant, and time-bound objectives for each stage of the planning process. Backward planning helps individuals and teams focus on the end result and develop actionable strategies to reach their goals effectively.– When designing project timelines, action plans, or strategic initiatives. – Implementing backward planning to break down complex goals into manageable tasks, allocate resources efficiently, and ensure that all activities contribute to the ultimate objective or outcome.
SWOT Analysis– SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) is a strategic planning tool used to assess internal strengths and weaknesses as well as external opportunities and threats facing an organization or project. The SMARTER criteria complement SWOT Analysis by emphasizing the importance of setting specific, measurable, achievable, relevant, and time-bound goals that capitalize on strengths, address weaknesses, leverage opportunities, and mitigate threats. SWOT Analysis helps individuals and teams identify key areas for goal setting and strategic action.– When conducting strategic planning, business assessments, or project evaluations. – Using SWOT Analysis to identify strategic goals, prioritize actions, and develop strategies that align with organizational strengths and opportunities while addressing weaknesses and threats.
PDCA Cycle (Plan-Do-Check-Act)– The PDCA Cycle, also known as the Deming Cycle or Plan-Do-Check-Act Cycle, is a continuous improvement framework used to solve problems, optimize processes, and drive performance improvement. The SMARTER criteria are integrated into the PDCA Cycle by emphasizing the importance of setting clear, measurable, achievable, relevant, and time-bound goals during the planning phase. The PDCA Cycle provides a systematic approach to goal setting, implementation, evaluation, and adjustment to achieve desired outcomes iteratively.– When implementing quality improvement initiatives, process optimization, or change management projects. – Applying the PDCA Cycle to set improvement goals, test interventions, measure results, and refine strategies based on feedback to drive continuous improvement and innovation.

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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