# Conceptual Framework for Implementing Temporal Big Data Analytics in Companies
## 4 Lean, Agile, and Leagile Concepts  
The root of the lean management concept is the so-called Toyota Way [72]. Lean management is aimed at identifying the value of products, the value streams generated by products, and the way of supporting the flow of product value. It also aims at perfecting the production flow [58]. The core lean principles are as follows [73]:  
* Value, as viewed by the customer: the company's efforts should directly benefit those who pay for the company's services. * Value stream, the comprehensive set of procedures needed to move a product from the point of sale through after-sales support. * \"Pull\", referring to a production strategy in which goods are created only when they are required (just-in-time) by the client. * Perfection, defined as the pursuit of zero flaws via relentless pursuit of improvement. * \"Flow\", referring to the unbroken nature of the value stream, wherein operations are arranged in a continuous \"flow\" that facilitates streamlined delivery. The \"lean\" value stream eliminates all the waste, also time waste [56]. This applies to all kinds of value streams, not only production. In project management, for example, \"leanness\" means completing the project with no time losses. Obviously, the concept of \"leanness\" can therefore also be applied to the TBDA implementation process, in which wasted time could cause delayed responses to change in the business environment. The problem is that in order to achieve \"leanness\", the project expectations should be as static as possible [58]. In the turbulent environment of the company, when analytical needs reflect changing situations, a pure lean approach to temporal big data analytics may not be sufficient. In dynamic environments, agile principles are often used instead. The agile approach has been formulated for software development projects. It is summarized as the Agile Manifesto with 12 principles, as follows [68]:  
* Customer satisfaction through regular, on-time software releases. * Even in the latter phases of development, changes in requirements are encouraged. * Customers and developers work together and communicate often. * Constant releases of working software. * Help and encourage reliable programmers to do their best work. * Talk to each other directly. * Functional software is the primary indicator of success. * Sustainable progress ensures a steady pace. * Always keep good design in mind. * Don't complicate things. * Better architecture, requirements, and design may be created by self-organizing teams. * The group discusses ways to improve their performance on a regular basis. The agile approach became popular and has been widely adopted also in management as a solution to problems resulting from rapid changes in demand. In management, agility is understood as quick and effective reactions to changing markets by offering customer-designed products and services [56]. The changing requirements of other stakeholders of the company are also quickly considered by delivering flexible solutions to their needs and expectations [58]. Hence, the agile approach seems suitable also for the development of the TBDA ecosystem, where quick analytical responses and various analytical solutions are needed to cope with the rapid changes in a business environment. Which approach--lean or agile--to use in the area of the TBDA? The answer again comes from the software development domain, where both approaches are used simultaneously which is called the leagile approach. In this conjunction, lean capabilities contribute to agile performance. Lean principles are used to [66]:  
* Shorten the development time of agile projects by using flow;
* Establish a clear linkage between agile project and value delivery;
* Improve customers engagement with pull principle;
* Improve agile project output by perfection. Hence, the leagile approach maximizes the advantages of both lean and agile rules and minimizes their drawbacks.