Development Strategies?

[RickZeeland]

Maybe you can find something here: https://blog.capterra.com/the-top-3-free-and-open-source-itam-software-solutions/[^] And here: Jama Connect Reviews and Pricing - 2019[^]

[MarkTJohnson]

Is that like dancing in between the raindrops?

[W Balboos GHB]

Well - I know you need to attract and keep the new crop of developers, so kumbaya programming techniques must be adopted. At all costs! At any costs! Thus, I suggest you adapt the hardware development to the Agile . . .

Ravings en masse^

"The difference between genius and stupidity is that genius has its limits." - Albert Einstein

"If you are searching for perfection in others, then you seek disappointment. If you are seek perfection in yourself, then you will find failure." - Balboos HaGadol Mar 2010

[glennPattonWork3]

Cheers, but its not really resources that are the problem...

[PIEBALDconsult]

Better not to think of them as one project. The second project (software) needs to wait until the first project (hardware) is ready for a release.

[Marc Clifton]

glennPattonWork wrote:

Its just that AGILE doesn't seem to be applicable for hardware.

Well, if you have unlimited financial resources and time, the AGILE works great for hardware too. Oh wait, it only works that way for software too. :laugh:

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[Rage]

glennPattonWork wrote:

which is fine for software

This is plain wrong. It is *possible* for software, but it does not make it *fine*. Agility does not mean you can handle changes until last minute (There is no time machine sold with the Agile manifesto package). Agility means that your organization is capable of optimally cope with changes - refusing a change that comes too late for a deadline is also a perfectly *good* way to handle a change.

Do not escape reality : improve reality !

[Rage]

Amarnath S wrote:

Waterfooallish Agile.

FTFY :-D

Do not escape reality : improve reality !

[Rage]

Yes and no, kanban is a method to optimally handle logistics for production (supply, ressources, ...). If kanban is implemented, you do not have to wait.

Do not escape reality : improve reality !

[Leng Vang]

Oh boy. Trying to fit a square peg into a round hole. Either the square peg need to be shaped to round or the round hole need to cut into square. I understand your dilemma. The hardware is a square and you want to be catchy round process. Don't fight it mate. Keep them separate. :sigh:

[Gary R Wheeler]

If you find one, please let me know. I work for a hardware company, managed by hardware engineers. "By God, those flaky software monkeys will learn how to manage their projects just like hardware! There will be processes, appropriate documentation (and we decide what's appropriate), and they will write Engineering Change Orders (ECO's) for every single update. No more of this seat-of-the-pants willy-nilly updating!" Not an exact quote, but you get the gist :doh: .

Software Zen: delete this;

[PhilipOakley]

The key question in all these techniques is "What is the key constraint, or freedom, that stops / allows work to proceed?". It's all about the [theory of] constraints, e.g. Eli Goldratt, 'The Goal' In agile it is the realisation that the manufacture cost (running the compiler) is almost zero, so one can concentrate on the other problem - do we know what we want, i.e. continuously ask the customer if the product is what was expected. For the Circuit board design, the layout of the board is a time constraint, along with knowing if the customer has their external circuitry stabilised (there it's about the interface(s)). So concentrate on getting the time killer (and or cost / quality killer) right. All in all, the best development strategy is to engage the brain, learn from others, and avoid blindly copying the many misunderstood fanboy techniques. There are no silver bullets (see “The Balle-Argentee Method.”).

[SeattleC]

I'm not sure why a conventional agile strategy won't work. You can turn a board in a week using an out-of-house shop. It's not the 1980s any more.

[MSBassSinger]

1. Use your head. 2. Look at the original agile principles (not the myriad of implementations). 3. Look at the underlying principles in Kanban and waterfall. 4. Consider an underlying strategy that made NASA's moon landing project and the US Navy's Nuclear Power Program so successful - value engineering. 5. Once you understand the principles of various methods, come up with a strategy for managing and development of projects that fits the needs (as opposed to trying to change the need to fit some process). What works for hardware does not have to work for software. Adapt and overcome.

[Lost User]

Until the API's have been "fixed" and the software is talking to the hardware, things are out of control. And anytime the 2 stop talking, things are out of control.

"(I) am amazed to see myself here rather than there ... now rather than then". ― Blaise Pascal

[Bruce Patin]

I used to work for Itel. Their production mainframe boards were all wired, no land patterns other than power. It was not difficult to spec wiring changes at any time.