Although lean product delivery has been around for many years, focussing on rapid delivery of value to customers and reducing cost of delay, many companies struggle to shift from a project to a lean product mindset for a number of reasons:
An organisation may not be seeing value delivered quickly enough and may be struggling to have visibility on the issues/improvements.
Traditional delivery processes cause difficulties in the rapid acceptance of product features being delivered by teams and suppliers.
Larger initiatives lose sight of Agile practices and fall back to traditional project delivery methods that preclude short feedback loops through fast, small iterative releases.
Value streams are not well defined.
Legacy technical debt (e.g. monolithic platforms) require more traditional IT management processes and can make applying a lean product mindset challenging.
A partnership with a large System Integrator (S.I.), management consultancy or supplier that can be slow to change, either due to traditional contracts or outdated governance processes.
The product outcomes are poorly defined, or the features described are not well connected to the business case.
There is a lack of trust and cooperation between delivery teams and the product management team.
With many departments and suppliers involved, root causes for delays/waste can be difficult to understand with accountability being passed between parties.
A lack of in-house skills, creating a need to work collaboratively with an expert to upskill teams.
A lack of appropriate governance across a scaled agile engineering team.
Director of Growth
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