Large, product-centric enterprises in aerospace, automotive, defense, and the like have been adopting agile practices within their software organizations for several years. However, the true value to the business is seen when aligning hardware development and other disciplines to a lean-agile process model.
This talk presents experiential guidance for adopting agile practices in large, physical systems development. We discuss strategies and lessons learned creating large, cross-functional value streams and aligning the organization, including suppliers and manufacturing, on a common cadence for planning, integrating, and continuous feedback. While engineered systems continue to require designs and specification, we present lean-agile solutions to the traditional big, up-front design. Finally we address the cultural changes necessary for systems engineering leadership as they shift towards a lean-agile leadership style.