In an Interview, Bernhard Bockelbrink talks about Sociocracy and how the further-developed version, Sociocracy 3.0, offers specific solutions to challenges where Scrum and the scaling frameworks are too shy to take a stand.
In an interview, Maria Hansson and Anna Sandberg (Volvo Cars) talk about the absolute necessity of business agility even in times of a cooling automotive market.
In an interview, Daniel Heß (IAV GmbH) and Philipp Diebold (Bagilstein GmbH) what they think about blueprints in agile transitions, what patterns and anti-patterns they have identified and what the conference participants of Agile Automotive 2019 can look forward to in their presentation.
In an interview with Kugler Maag Cie, Kristian Borkert (JURIBO Legal & Consulting) talks about intellectual property and unintended contract conclusions in joint agile projects between OEMs and suppliers.
Mr Krook, what does “agile in automotive” mean to you?
It’s all about speed, speed, speed (time to market). Agile as such is an enabler for speed and flexibility. The goal is to enable continuous deployment, in Zenuity’s case software, as close to production environment as possible, i.e the car/lorry/bus/fleet etc.
Getting the benefits from the Scaled Agile Framework
Gladwell has been focused on bringing SAFe (Scaled Agile framework), the most used Scaling Agile method, to corporate environments since the very beginnings of the Scaling Agile discussion. We implemented SAFe in over a hundred of large-scale Agile transformations.
Once an industry with high value products in mature markets the automotive industry faces a business environment, where nothing is certain other than that change will accelerate. Technological change is so rapid and farreaching, because it is emerging from hyper-connected technologies and their cross-fertilisation rather than innertechnological innovation.
Many presentations about the forces of this digital transformation do not convey the level of new and extraordinary capabilities organisations will have to acquire.
Why is it so difficult for the industry that created lean manufacturing to apply the concepts of lean to software delivery?
Automotive development trends are creating the need for a whole new scale of software-centric innovation and are expanding the software in tomorrow’s car beyond 200 million lines of code. Software is becoming the most expensive part of the car, and large-scale software delivery is one of the most challenging endeavors an organization can undertake.
For most established organizations, the software delivery playing field is far from even. Over the last decade or so, digital-centric companies and startups have possessed the upper hand. These disruptive upstarts – digital-natives, schooled in Agile and DevOps and unrestrained by legacy workflows, regulations or policy – have honed the art of software development and delivery.
Published by Peter Pedross, CEO – PEDCO
Innovation and efficiency have reached new heights and the combination of such things into cyber physical systems has led to more complex and interdependent systems. How can we sustain such a pace for the future and continually evolve systems in the shortest possible lead time, especially in the context of regulated environments?