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Cloud DevOps
Published in Haishi Bai, Zen of Cloud, 2019
The software industry has great opportunities to learn, as it offers much more frequent learning cycles than traditional manufacturing industries. For instance, when you manufacture a car, it may take a few years for a new model to be developed, manufactured, and presented to an end consumer. When you make software, on the other hand, new “models” can occur at a much faster pace because you focus on a minimum set of features that deliver a designed customer experience, and start the feedback loop at a very early stage of the product. This initial product with minimum required features is referred as a Minimum Viable Product (MVP). MVP is a great vehicle for jumpstarting the software iteration process. An MVP should contain only the features required to fully present your design to the targeted customer. In other words, MVP should be succinct. This is not the final product you'll deliver. And the code for MVP is likely to be discarded. And as you work with pilot customers, you may even find a completely different direction than you originally anticipated. Even if you discover the concept does not work, it's still a good thing, which helps you avoid wasting additional resources.
Product Development Process
Published in Gennadi Saiko, Bringing a Medical Device to the Market A Scientist's Perspective, 2022
The goal of prototyping and customer development is to establish the minimum viable product (MVP). As it quite clear from its name, MVP is a minimalistic set of features, which are essential for the customer. The purpose of MVP is to solicit early customers’ feedback to guide future product development and avoid lengthy and unnecessary work.
Clause 7: Support
Published in Sid Ahmed Benraouane, H. James Harrington, Using the ISO 56002 Innovation Management System, 2021
Sid. Ahmed Benraouane, H. James Harrington
Those who worked with or are in finance and accounting know quite well that the budgeting process by design is rigid. It is made that way for legal and compliance reasons. However, this approach does not work for funding innovation. Innovation outputs and innovation products are not the results of mega-budget spending on big projects that turn into innovation overnight. The true and real innovation is the result of an agile management process, nimble planning, leaps and starts, and small baby steps of learning from many failures. This is why ISO 56002:2019 recommends a flexible approach to managing the innovation budget. In the following, I will discuss important actions recommended by ISO 56002:2019 to manage innovation finance.Rather than using ad hoc allocations, err on the side of an annual budget with a flexible planning process that allows for the unknowns. Because innovation is inherently unpredictable, managing your innovation budget with a traditional process may stifle innovative thinking and demotivate talents willing to experiment.Make sure that in your planning process you split your budget between everyday operational expenses, learning, and development, testing, and experimentation to gain better flexibility in how you manage your expenses.When planning your innovation product don’t pack the product with a lot of features that the consumer may or may not need. This could be also very expensive for the development process. Often, those who work on innovation tends to see the customers throughout their prism falling into the trap of perfecting the product, in the hope that this would impress more customers. Start always with a lean product and if customers want more features, you will know that during the prototyping. An MVP (Minimum Viable Product) approach, in which you develop the minimum that you believe your customer will be happy with, will allow you to manage your budget prudently while making progress towards perfecting the product.
Towards a User Experience Framework for Business Intelligence
Published in Journal of Computer Information Systems, 2021
Marcus Eriksson, Bruce Ferwerda
15Liikkanen LA mentions in his case study that it is common that UX is disregarded in agile development processes, but can be advantageous in sprints. Agile software development methods are intended to use iterative development to uncover new user needs during the entire development process. Using agile methods, the development team works in close collaboration with the customer and the end user developing and delivering working versions of the product in short development cycles.15,17 Maguire17 is using Scrum as the example agile method in the UX framework he proposes. Scrum is an development method focusing on delivering working versions of the product to the client in short sprints.23 An alternative to Scrum is lean UX. Lean UX is different from the agile development method Scrum. Scrum development cycles put focus on delivering a working version of the product with each iteration while lean UX is focused on delivering MVPs (minimum viable product). The MVP can be a low fidelity prototype displaying the functionalities of the product used to validate the specific functionalities with the end user group. Even though the prototype is low fidelity it needs to be able to demonstrate the intended functionalities. Lean UX focuses on fast iterations of software development with a large emphasis on the end user.24,25 The choice of agile development method can vary depending on the context and environment of the company applying the method. Using Lean UX development can be advantageous since a scaled down prototype is delivered and evaluated without overwhelming the end user with a large amount of functionalities.
Design of a polishing tool for collaborative robotics using minimum viable product approach
Published in International Journal of Computer Integrated Manufacturing, 2019
Carlos Perez-Vidal, Luis Gracia, Samuel Sanchez-Caballero, J. Ernesto Solanes, Alessandro Saccon, Josep Tornero
The concept of Minimum Viable Product (MVP) was introduced by Robinson (2001) and popularised by Ries (2009) and Blank (2010). In product development, the MVP is a product with enough features to satisfy the initial customer’s requirements, providing feedback for future developments. Learning from an MVP is often less expensive and time-consuming than developing a product with more features, which increase costs and risks if the product fails, e.g. due to incorrect assumptions. Thus, once the MVP has been tested and approved, product enhancements can be made including more features.
The Developers’ Design Thinking Toolbox in Hackathons: A Study on the Recurring Design Methods in Software Development Marathons
Published in International Journal of Human–Computer Interaction, 2023
Kiev Gama, George Valença, Pedro Alessio, Rafael Formiga, André Neves, Nycolas Lacerda
In general, the awareness of design methods and processes practiced in hackathons can generate many benefits for IT developers:The startup entrepreneurial process underlying a hackathon: we identified that the conception and development of software in hackathons resemble, on a smaller scale, the software engineering approach that takes place in software startups. Similar to what was described by interviewees, in startups the value proposition (target audience, promised benefits and competitive features) of the MVP is used to identify software requirements is one of the first steps in product engineering activities (Klotins et al., 2019). The culture of pitching (Gallo, 2018; Pincus, 2007) ideas and products is also a key characteristic in the startup world that is also present in hackathons. In fact, the overall approach taken by software startups is very much related to what is advocated by design thinking and lean startup methodologies, which are not only processes but also include tacit knowledge in the form of practices and mindsets (Müller & Thoring, 2012). Therefore, hackathons foster an entrepreneurial spirit toward new business opportunities.The close relationship between the hackathons and agile requirements engineering: the design methods identified in hackathons resemble the approach taken in the software industry to understand requirements, especially in the context of software startups where agile practices take place. Practitioners use interviews, surveys, observations and demonstration of prototypes to discover new requirements, and validate existing ones (Klotins et al., 2019). In their turn, hackathon competitors consider people from their teams and their social network as requirements sources, while product value proposition determines what should be prioritized. In addition, such reports on startups suggest these companies typically use brainstorming, mock-ups and wireframe to understand requirements and design user interfaces of products, aiming at quicker requirements validation, in a similar way to what teams do in hackathons.The possibility to foster a new mindset via hackathons: software development companies face challenges in integrating design methods and processes into software methodologies (Ogunyemi et al., 2019). By adopting and incorporating design thinking methods into their software development culture, these hackathon participants take a step forward regarding other professionals from the field. These participants can shift from the traditional software engineering mindset to cultivate a new creative mindset that is critical for software companies (Müller & Thoring, 2012). Hackathons are shaping a new culture of IT engineers that are spontaneously incorporating a design thinking mindset. Hence, hackathons act as eye-opening events that can help companies to establish a result-driven culture that promotes innovative, solution-oriented and self-directed thinking in developers (Valença et al., 2019).