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Agile techniques drive software developers to deliver value in small increments and implement continuous feedback.

Agile is defined as an iterative software development approach where value is provided to users in small increments rather than through a single large launch. Agile teams evaluate requirements and results continuously, which leads to the efficient implementation of change. This article covers the meaning, life cycle, methodology, and examples of Agile.
Agile software development methodologies often called Agile, preach flexibility and pragmatism in the application delivery process. This iterative software development approach delivers value to users in small increments rather than through a single large launch. Agile teams evaluate requirements and results continuously, which leads to the efficient implementation of change.
Using Agile gives teams the ability to create value in the face of a dynamic market and fast-paced competition while maintaining speed and efficiency. Creating a pan-org collaborative work culture is a crucial tenet of Agile as it drives teams to work together with a deep understanding of individual roles within the system.
Agile also mandates testing throughout the development cycle. This allows teams to make changes whenever required, alert each other of potential problems, and consequently gives them the confidence to create and release high-quality applications.
The core values of Agile are embodied in the Agile Manifesto, which was created by a group of software development personnel in 2001. This manifesto outlines four key concepts that encourage lightweight development, outlined below.
Apart from these core values, the Agile Manifesto outlines 12 principles for development teams to improve their functioning:
Implementing Agile requires a shift in the culture of traditional companies as it drives the clean delivery of isolated components rather than an entire application at once. Today, Agile has replaced the Waterfall software development model in most companies. However, it may be replaced or merged with DevOps as the latter grows in popularity globally.
See More: What Is DevOps? Definition, Goals, Methodology, and Best Practices
The Agile life cycle sees developers strategically move the application from conceptualization to retirement.

Agile Software Development Life Cycle
Listed below are the steps of this cycle:
In the first step of the Agile life cycle, the product owner defines the project scope. In the case of multiple projects, the critical ones are prioritized. Depending on the organization’s structure, personnel may be assigned to more than one project at once.
This stage sees the product owner and the client discuss essential requirements and formulate basic documentation based on the finalized project goals. This documentation, perhaps in the form of a product requirements document (PRD), will include the proposed aim of the project and supported features. The time and cost of the project are also estimated at this stage.
The in-depth analysis carried out during conceptualization helps determine feasibility before work starts. Developers can aim to complete only the most critical requirements as one can add more in later stages. 
Once the project is conceptualized, the next step is building the software development team. In this stage, the product owner checks the availability of team members and assigns the best available ones to the project. The product owner is responsible for giving these team members the required resources.
Once the team is set, it will begin the design process by creating a mock-up of the user interface and, perhaps, a few user flow and UML diagrams. The project architecture is also built at this stage. The designed elements are then shown to the stakeholders for further input.
All this lets the team fully establish the requirements in the design and figure out application functionality and how it will all fit into the existing system. Frequent check-ins by the business team will ensure that inception stays on track.
The construction phase, known as the iteration phase, is where most work happens. This is usually the longest phase, with the dev team and the UX designers collaborating closely to bring together the requirements and feedback and interpret the design into code.
The construction goal is to create the application’s basic functionality before the first iteration (or ‘sprint’, as described below) ends. Additional secondary features and minor modifications can occur in future iterations. The main goal is to swiftly create a working application and implement improvements for client satisfaction.
When the team enters this stage, the product should be nearly ready to release. However, before this can happen, the QA team must test the application and make sure it is fully functional according to the decided project goals. Testing also takes place to ensure that no bugs and defects exist in the code; if any are found, they must be reported swiftly and fixed by the dev team. Clean code is a cornerstone of this stage.
This phase also includes user training, the creation of the system, and user documentation to support it. Visualizing the code is helpful here. Once all the defects are ironed out, and user training is completed, the final iteration of the product can be taken live and released into production.
Once the application is released successfully and made available to end users, the team moves into maintenance mode. This phase sees the dev team providing continuous support to ensure smooth system operations and quash any newly found bugs.
The team will also be on call to offer additional training to customers and resolve post-live queries to ensure that the product is used as intended. Developers can also use the feedback collected during this stage to plan the features and upgrades for the next iterations.
The application may be slated for retirement for two reasons: replacement with a new version or the lack of a use case due to redundancy or obsolescence.
If an application enters this phase, the first step is to notify users of the impending retirement of the software. Next, one must ensure a smooth migration to the new system. Finally, the dev team must complete all the pending end-of-life activities and cease the support provided to the existing application.
Each Agile phase outlined above leads to the creation of numerous software iterations. These iterations are created as the dev team repeats its processes to refine the application and create the best possible version according to the determined project requirements. These iterations are ‘sub-cycles’ contained within the larger Agile software development life cycle.
The Agile life cycle divides work into ‘sprints’ to complete these iterations. The goal of each sprint is to produce a working application. A typical sprint should last for 10 business days (2 weeks).
Outlined below is the typical sprint workflow:
Sprint planning meetings are helpful, but the team should also meet regularly (if possible, daily) to take stock of the sprint’s progress and sort out any clashes. Collaboration and receptiveness to change are key components of the Agile life cycle and a proven way to keep the process moving effectively.
See More: What Are Microservices? Definition, Examples, Architecture, and Best Practices for 2022
Agile software development is not a singular framework of methodologies. Rather, it encompasses numerous project management frameworks.
Listed below are four well-known Agile methodologies:
Scrum is perhaps the most popular Agile project management methodology. Sprints define it, and it advocates maximizing application development time and achieving the product goal. This goal is a big-picture value objective that comes closer to realization with each sprint.
A team following the Scrum methodology begins its day with a 15-minute meeting to synchronize all activities and chalk out the best path for the day ahead. The product manager can take this opportunity to check on the ‘health’ of the sprint and the project’s progress.
Although Scrum is popularly associated with software development, one can use it successfully in most business contexts.
The term Kanban has Japanese origins and is associated with the concept of ‘just in time’. This method splits a ‘Kanban board’ (board or table) into columns. Each flow within the project is shown in columns as a ‘card’, and the information changes as developments move ahead. A new card is added whenever a new task is introduced.
Kanban drives transparency and communication by allowing members from across teams to see the project status at any given time. Its primary focus is team capacity, which is especially useful for iterations with multiple minor changes. Besides software development, Kanban is useful for business departments such as HR and marketing, as it drives visibility for all team tasks.
This typical Agile framework focuses on discovering the ‘simplest way to make it happen’ while deprioritizing the long-term product goal. Its core values include simplicity, communication, courage, respect, and feedback. XP’s highest priority is customer satisfaction, and it encourages the team to accept changes in project requirements even at later stages of the development process.
Teamwork is also a key component of XP, with customers, managers, and team members working closely to ensure the efficient creation of the best possible application. In XP, testing takes place from day one, and feedback is continuously collected to enhance quality. Activities such as pair programming are encouraged in this engineering methodology.
Directly adapted from Toyota’s Lean Manufacturing; this software development method pushes the team to mercilessly scrap every activity that does not add value to the product. 
Its seven core principles are:
See More: What Is an API (Application Programming Interface)? Meaning, Working, Types, Protocols, and Examples
How does Agile work in the real world? Let’s look at an example of traditional software development using the Waterfall methodology versus Agile software development.
Designing a basic yet accurate wireframe of all application features would take around 20% of the project time (approximately 6.5 weeks).
Translating the design into code and testing it would take approximately 40% of the project time (13 weeks).
System and integration testing would take around 20% of the project time (another 6.5 weeks).
Developers would spend the remaining time on user acceptance testing by the marketing team.
For this example, let’s assume that the project is split into eight releases of 4 weeks each.
Instead of spending five weeks gathering and analyzing requirements, the business and development teams will work together to determine the essential features that are required by the end of the first iteration (or sprint).
The team will deliver a working application with the predetermined features by the end of the first sprint.
Once the application is ready, the teams will collaboratively determine whether the application is headed in the right direction. They will also decide what changes can be made and which features can be added in the subsequent iterations based on priority.
This methodology allows the marketing team to show a working application to the customer within just four weeks (compared to 8 months). Feedback can be collected and passed to the developers, who will implement it in future iterations.
In the example with the traditional Waterfall methodology, only after the 8-month process is complete does the customer experience the actual product. Also, if the need for significant changes arises, developers must push the release ahead by a few weeks.
It is clear why Agile is far more effective than Waterfall. In the Agile example, by the end of 8 months, the application will not only be ready and already in wide use but also significantly more refined than if produced using the Waterfall method.
See More: CI/CD vs. DevOps: Understanding 8 Key Differences
Agile drives continuous delivery and prioritizes customer satisfaction. This software development methodology delivers a working application with new features every few weeks. Customers can experience the latest iteration of the application and share their feedback, which is then processed by the development team in future iterations.
Frequent collaboration between the business and development teams is a core tenet of Agile. All stakeholders keep an eye on the project’s progress and fine-tune the requirements, thus ensuring the efficient delivery of a high-quality product at the end of each sprint.
While Agile has replaced the Waterfall model in most companies, it can become obsolete, or combined with DevOps, due to the growing popularity of the latter discipline.
Did this article help you gain an in-depth understanding of Agile software development? Share your thoughts with us on Facebook, Twitter, and LinkedIn! 

Technical Writer
On June 22, Toolbox will become Spiceworks News & Insights

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SALT LAKE CITY — For more than a year, FOX 13 News has been investigating slow response times within the Salt Lake City Police Department.
As part of our latest investigation, FOX 13 News compiled a statewide database to track response times for all Utah police departments.
The following data tracks average Priority 1 response times from September 2021 through September 2022 and was obtained through a series of approximately 100 individually-filed requests for public records under Utah law.

Definitions
For the purposes of this database:
“Priority 1” refers to the calls officers are dispatched to with the highest urgency, as defined by department policy.  
Observations
Some departments indicated they treat all calls equally or do not use the Priority system. In such cases, FOX 13 News asked agencies to provide data for all calls.
Two of the 90 departments declined our request for public records. FOX 13 News is appealing both denials.
At least six of the 90 departments indicated they did not feel their own response time data was fully accurate.
More than a dozen agencies cited a technical issue with their software. Some have stated our request has prompted them to make changes within their departments.
Many departments asked for the ability to provide context to the numbers and responses they’ve provided. See below.
Alta Marshal’s Office
10:20
Goal: 5 min after dispatch
“(Our) goal is heavily influenced by weather and terrain in Little Cottonwood Canyon,” wrote Town Marshal Mike Morey. “For example, the seasonal Albion Basin Road is only accessible by emergency motor vehicles when it is not covered by deep snow. What may be a 5-minute response in the summer by vehicle, can be a 30-minute or more hike in during winter. The same is true for other mountainous terrain in Alta and Little Cottonwood Canyon.”
American Fork PD
20:54 (all calls)
Goal: N/A
“We do not typically run reports or compile information on our response times,” wrote Adam Ellison, a program manager for the department. “Our agency does not treat every call the same; obviously different calls will have a different level of urgency and priority. However, because our agency does not use a formally ranked priority system of calls, I have done my best to accommodate your request by running a report that shows the average respones time for ALL CALLS.”
“We may not consistently run reports that indicate, to the second, our average response times,” wrote Chief Cameron Paul. “However, we as senior leadership work often enough with our officers, monitor radio traffic and dispatched CAD calls sufficiently, and review individual response times on certain cases to such an extent that we know our officers are responding as quickly and as safely as possible to priority details.”
Aurora PD
9:50 (all calls)
Goal: N/A
“Our circumstance is unique in the state as we are a part-time police department serving just a bit over 1,016 residents,” wrote Chief Matt McLean. “A majority of our calls are also back-up for Salina City PD or the County Sheriff. We currently have two part-time employees with the police department including myself as Chief. When not in service the County Sheriff covers calls in Aurora.”
Blanding PD
anecdotally, within 2 minutes
Goal: N/A
“Blanding had 22 calls that I pulled our numbers from,” wrote Chief J.J. Bradford. “Moving forward with our new dispatch, getting more exact times will be something we can do much more efficiently.”
Bluffdale PD
Did not respond
Goal: N/A
Bluffdale PD is a precinct of Saratoga Springs PD.
“An average response time for priority 1 calls cannot be given,” wrote administrative assistant Cristy Soper. “As a department, we do not have a definition of a ‘priority 1’ response and have wrestled with this concept in the past without a solution.”
The department has not yet responded to our request for data encompassing all calls.
Bountiful PD
6:53 (all calls, Jan 2021 – Dec 2021)
Goal: 7 min
Bountiful PD handles dispatch services for the cities of Bountiful, Centerville, North Salt Lake, West Bountiful, and Woods Cross.
Chief Ed Biehler cited a deficiency with the department’s “outdated” software as a reason why it could not provide response time data from September 2021 through September 2022.
As a consolation, Biehler provided data from a report manually created by a Bountiful PD employee to track response times from January 2021 through December 2021.
He anticipates the department will implement new software in 2023 to fix the problem.
Brian Head Public Safety
13:30 or 19:05 **
Goal: 7 min if three deputies, 12 min if two deputies, 15 min if one deputy
“What we call ‘Priority 1 Calls’ is quite different than what many other agencies do,” wrote Dan Benson, the town’s director of public safety. “A Priority 1 call for us could be a utility problem (broken gas line, power outage, etc.) and we will respond to it, but it would be up to the deputy working to determine the urgency of the response.”
In response to the request, the agency provided two numbers. FOX 13 News is seeking clarification as to which figure is accurate.
Brigham City PD
4:55
Goal: 4 min
“(The request) ended up being more of a manual process than I had anticipated,” wrote Susie Zecca, a records clerk for the department. “It did show us, however, the need to clarify, within the system, what is a priority call, and what is not.”
Cedar City PD
14:30
Goal: < 5 min
Dispatch – 7:59
Travel – 6:31
The department believes “alarms” and “911 hangups” have lowered the average.
Centerville PD
anecdotally, within 4 minutes
Goal: N/A
Centerville PD said it could not retrieve data because of a technical deficiency with Bountiful PD’s software, which is expected to be replaced in 2023.
Bountiful PD handles dispatch services for the cities of Bountiful, Centerville, North Salt Lake, West Bountiful, and Woods Cross.
Clearfield PD
6:18
Goal: < 5 min
Clinton PD
2:29
Goal: N/A
Cottonwood Heights PD
3:41
Goal: 4 min
Cottonwood Heights PD also compiles and presents detailed monthly reports to the city council.
Draper PD
8:19
Goal: N/A
Dispatch – 2:49
Travel – 5:30
East Carbon PD
anecdotally, within 2-3 minutes of dispatch
Goal: N/A
“I was not able to get accurate information on our response times,” wrote Chief Sam Leonard. “The data was way off. I talked with our dispatch center and they were not able to help me with accurate response times. I also talked with our software provider Eforce, and they were not sure why the data was so far off… I do not have a response time goal because our response time has never been questionable. I have been with East Carbon Police Dept. for 32 years.”
Enoch PD
6:58
Goal: < 5 min
Ephraim PD
Unknown
Goal: 3 min
“We appreciate your request because it has helped discover a current problem in our data entry process,” wrote Lynsey Zeeman, an administrative assistant for the department. “Because of your request allowing us to discover that data was entered manually into our officer’s reports, but not transferred to the system for electronic storage and retrieval, the data requested is not available electronically for this year in an accurate form… Sanpete County Dispatch provides the dispatching service for all the departments in Sanpete County, including Ephraim PD. The Dispatch supervisor explained to me that the way they report the response times are through the dispatch notes. So, the response time analysis report would be inaccurate, since they are using the notes to document all dispatch related notes.”
The department only has one officer working during the evening hours, according to Chief Aaron Broomhead.
Fairview PD
8:12
Goal: 5 min if on duty, 10 min if on call
Fairview PD does not have 24/7 coverage.
“There are a lot of times however when a call comes out and dispatch has to call out our officer but the neighboring agency (Mount Pleasant) Has someone on duty and sends them to hold the scene,” wrote Chief Steve Gray. “Their response is typically under 7 min on those calls.”
Farmington PD
2:05 or 7:08
Goal: N/A
The Davis County Sheriff’s Office, which handles dispatching services for Farmington PD, listed a 2:05 response time.
A record provided by Chief Eric Johnsen listed a 7:08 response time.
“Not sure what FPD used as parameters, but the official time is 2:05 minutes for priority one calls,” wrote Perry M. Koger, the DCSO administrator who compiled the data.
Granite School District PD
8:32
Goal: N/A
“Because our schools are also served by SROs from other agencies, our actual police response varies dramatically as a call might be responded to initially by an SRO from (for example) Unified Police or Taylorsville PD as opposed to an actual Granite Officer,” wrote Ben Horsley, a spokesperson for the district. “We don’t have the ability to track those times so our response times are simply for our officers responses to the various priority 1 calls we have or respond to.”
Grantsville PD
9:05
Goal: N/A
Gunnison Valley PD
UNKNOWN
Goal: has not responded
“I spoke with Neil Johnson at the Sanpete County Sheriff’s Department and he informed me that with the current CAD we have the response times are recorded in the ‘notes’ and there is no way to pull a report,” wrote Tammy Winegar, a records manager for the department. “They are currently working on making a change so that those reports can be accessed.”
Harrisville PD
3:11
Goal: 3 min
Heber City PD
3:12
Goal: 4-5 min
Helper PD
2:06
Goal: 3-5 min
Herriman PD
8:26
Goal: N/A
Dispatch – 2:53
Travel – 5:33
“Setting a specific (goal) time is not in the best interest of the community, as a safe arrival, based on varying circumstances, is of greater public service than an officer attempting to meet an expected time, leading to an unsafe or unrealistic response,” wrote Chief Troy D. Carr.
Hurricane PD
REQUEST DENIED
Goal: REQUEST DENIED
Hurricane PD denied the request, citing a number of reasons.
For example, the department believes the data is not public because it is “regarding security measures” and “because the disclosure of the information would jeopardize the life or safety of an individual.”
FOX 13 News has filed an appeal, noting that the statute cited by Hurricane PD is specifically intended to protect “security plans… to prepare for or mitigate terrorist activity.”
Kamas PD
Has not responded
“The amount of time it takes for this request is significant so I have not had time to process it,” wrote Chief Brad Smith. “To get these numbers I need to go through each call individually and look at the times. It could take hours. I am sorry that we are not staffed enough to process this timely.”
Kanab PD
anecdotally, under 5 minutes
Goal: 5 min
Chief Tom Cram described his response as “just off the cuff without thorough research.”
FOX 13 News asked why the department was not able to retrieve exact data but did not receive any further explanation.
“Sorry this is the best I can do at this time,” Chief Cram wrote. “It is pretty accurate.”
Kaysville PD
1:26
Goal: has not responded
The Davis County Sheriff’s Office, which handles dispatching services for Kaysville PD, listed a 1:27 response time.
A record provided by Kaysville PD listed a 1:26 response time.
La Verkin PD
7:07
Goal: N/A
Layton PD
3:15
Goal: N/A
“Normally I’m reluctant to provide a number that I don’t have full confidence in,” wrote Karl Kuehn, a communications manager for the city. “The problem with (our) report is that the software doesn’t display the underlying data that is used to derive the response time… There are some other situations that may cause a ‘Priority 1’ call to hold for a long time, because it’s classified one way, but the circumstances indicate it is not emergent and does not require an immediate response.”
Layon PD indicated it is looking into developing a custom report to track response times in the future.
“Regarding our data specifically, one of our practices is to change the priority of a call to a ‘9’ after it has been handled, but the officer will finish the call/investigation/documentation later. We do this frequently, and those calls are not included in this statistic, because they are no longer showing as a Priority 1,” Kuehn continued. “I do not have full confidence in this number.”
Lehi PD
8:37
Goal: 8:30
Lindon PD
5:13
Goal: N/A
Logan PD
7:34
Goal: 4:30
Lone Peak PD
5:50
Goal: N/A
Mantua PD
9:30
Goal: < 5 min
Mapleton PD
4:10
Goal: N/A
Moab PD
8:05
Goal: < 5 min
Moab PD spent several weeks working with FOX 13 News to overcome newly-identified deficiencies with its software. Ultimately, FOX 13 News calculated the average Priority 1 response time with data provided by the department.
“We are in the process of obtaining a new records management system which will give us better insight on how we are performing on response,” wrote Chief Jared Garica.
Mt. Pleasant PD
4:08 (all calls)
Goal: N/A
“Our system does not compile priority response time separately,” wrote police secretary Cari Bennett.
Murray PD
1:24
Goal: N/A
Naples PD
UNKNOWN
Goal: N/A
“I am working on this data. It isn’t specifically tracked in our area,” wrote evidence manager Kimberly Kay. “It’s more of a technical issue. I believe the data is somewhere, I just don’t have an answer for exactly how to get it. I have since reached out to a couple of sources to attempt to get the info. I apologize for both the delay and the confusion. I am the only data-type person at our agency, and I’ve never encountered this request before. I will hopefully be able to tell you something either way by (October) 31st.”
Nephi PD
13:53 (all calls)
Goal: N/A
“We do not have a definition of a priority 1 response. Each non-emergent, urgent, and emergent call for service is different and may dictate a varied response,” wrote Sgt. Joshua Morrow. “I understand that dispatch has a priority designation for POLICE, FIRE and EMS. However, these priorities do not match up with what we would consider priority calls. Reason being is because EMS and FIRE priority calls would differ from Law Enforcement priority.”
North Ogden PD
2:06
Goal: 5 min
North Park PD
10:02
Goal: 15 min
According to the provided data, North Park PD has the least-ambitious Priority 1 response goal in Utah.
North Salt Lake PD
UNKNOWN
Goal: N/A
North Salt Lake PD said it could not retrieve data because of a technical deficiency with Bountiful PD’s software, which is expected to be replaced in 2023.
Bountiful PD handles dispatch services for the cities of Bountiful, Centerville, North Salt Lake, West Bountiful, and Woods Cross.
Ogden PD
4:57
Goal: N/A
Orem PD
7:58
Goal: N/A
Park City PD
1:43
Goal: N/A
Parowan PD
13:46
Goal: N/A
“After speaking with dispatch I have been informed that these times are not completely accurate due to the different natures of priority 1 calls,” wrote Nicole Hynson, an administrative assistant for the department.
Hynson said she believes the 6:18 dispatch time listed in the report she provided should be “more like under 1 min” and that the 7:27 travel time should be “more like under 5 min.”
Payson PD
16:22
Goal: N/A
“We acknowledge that Central Utah 911 utilizes a priority designation for police through Spillman. However, these priorities do not match up consistently with what our agency would consider as priority calls,” wrote Lynette Mortensen, a senior executive assistant for Payson PD. “We feel this report does not reflect accurate response times, due to variables beyond our control. However, this is all we have to provide for you at this time.”
Perry PD
5:47
Goal: 3 min
Pleasant Grove PD
5:56
Goal: has not responded
Dispatch – 1:14
Travel – 4:42
Pleasant View PD
3:46
Goal: N/A
Price PD
anecdotally, 2-3 minutes
Goal: 2-3 minutes
“Price Police does not keep records for response times, unless it is documented within the narrative of any such respective report,” wrote Chief Brandon Sicilia. “You may have better luck sending your request to the section 33 dispatch center. They dispatch for all of our first responder agencies within Carbon County and store records of all call times.”
FOX 13 News asked for clarification as to why Price PD would not have its own response time data from dispatch, but the question was ignored.
Provo PD
9:47
Goal: N/A
Richfield PD
6:48
Goal: N/A
Riverdale PD
3:30
Goal: 3 min
Riverton PD
9:12
Goal: N/A
Dispatch – 3:44
Travel – 5:28
“It would be contradictory and potentially dangerous to have a policy or procedure in place mandating a set response time as officers may drive unsafely in an attempt to arrive more quickly,” wrote Chief Don Hutson. “The numbers provided in the report were extrapolated from the Versaterm database and have not been edited to remove cases that may have been classified incorrectly or not input correctly, so there is a margin of error.”
Chief Hutson credited the Salt Lake Valley Emergency Communications Center (VECC) for their efforts in recently improving its dispatch times over the past year.
“We are committed to frequently evaluating our response strategies to identify opportunities to reduce the amount of time it takes to respond to emergency calls and we look forward to working with our partners and continuing that practice moving forward.”
Roosevelt PD
0:56
Goal: 1 min
Roy PD
5:17 (Jan 2021 – Dec 2021)
Goal: N/A
“I recently completed our annual report to the city council which included response times for the calendar year 2021,” wrote Chief Matthew Gwynn. “While not September through September like your request asks, I’m not inclined to believe that there would be a statistically significant shift in our response time from what we collected versus what you asked for. I hope this is okay.”
FOX 13 News asked if the department is also able to compile a report with the requested information, but Roy PD has not responded.
Salem PD
4:46 (all calls)
Goal: N/A
“The Salem Police Department does not define calls by a priority type response like the Central Utah 911 Dispatch,” wrote police secretary Stacy Bliss.
Salina City PD
14:04 (all calls)
Goal: N/A
“Salina City Police Department is a small agency and all our calls are prioritized the same. We don’t have a Priority 1 call,” wrote officer manager Hillary Anderson. “As an average response time goal Chief is planning on reviewing everything again and setting a goal for the department.”
Salt Lake City PD
11:58
Goal: 10 min
The Salt Lake City Police Department had a goal of 4-5 minutes in 2021, according to Sgt. Keith Horrocks.
The department has since disputed our reporting.
READ: Salt Lake City lowers the bar for police response times
READ: SLCPD response times lag amid officer shortage  
Sandy PD
8:50
Goal: N/A
Santa Clara – Ivins PD
7:17
Goal: N/A
Santaquin PD
9:54
Goal: N/A
Saratoga Springs PD
7:34
Goal: 7 minutes
“Data concerning response times are available to us through research of dispatch center records but are often found to be questionable based on a variety of factors such as an error in reporting, specific call details changing the nature of the response, failure to record the arrival time, etc.,” wrote administrative assistant Cristy Soper.
Smithfield PD
anecdotally, 2.5 minutes
Goal: N/A
“For me to task an employee with going through a years’ worth of reports to obtain the information you are requesting takes a substantial amount of time,” wrote Chief Travis K. Allen.
South Jordan PD
9:11
Goal: N/A
Dispatch – 3:07
Travel – 6:04
South Ogden PD
4:01
Goal: 4 min
South Salt Lake PD
7:17
Goal: < 10 min
Spanish Fork PD
2:33
Goal: 4 min
Springdale PD
8:56
Goal: N/A
Springville PD
UNKNOWN
Goal: 5 min
“Unfortunately our system does not capture accurate time stamps on some of our calls for service,” wrote Chief Lance Haight. “Our Computer Aided Dispatch (CAD) system does calculate response times based on data entered, but response time stamps are dependent on officers and/or dispatchers making a manual entry. Amid the data, there are incidents when the time stamps are not entered in a timely manner, which skews the data. It would take extensive time to manually review all of our incidents. We can certainly look at specific incidents to determine our actual response time, but we do not have the resources to conduct that level of review for each and every incident. As a result, we are unable to give you an accurate response time average.”
Chief Haight stated he is also looking into the possibility of coding calls differently for active incidents versus incidents that are no longer active.
“We will audit calls to assess if we are meeting our response goal.”
St. George PD
19:22
Goal: N/A
According to the provided data, St. George PD has the slowest average Priority 1 response in Utah.
FOX 13 News has asked for clarification and plans to continue reporting.
Sunset PD
1:50
Goal: 3 min
Data provided by the Davis County Sheriff’s Office, which handles dispatching services for Sunset PD.
Syracuse PD
2:28
Goal: N/A
Data provided by the Davis County Sheriff’s Office, which handles dispatching services for Syracuse PD.
Taylorsville PD
8:33
Goal: N/A
Dispatch – 3:44
Travel – 4:50
Tooele PD
10:41
Goal: N/A
FOX 13 News calculated the average Priority 1 response time with data provided by the department.
“Please keep in mind that not all of these times are accurate, seeing as there are many times when dispatch doesn’t mark us as arrived,” wrote Cpl. Colbey Bentley. ”The calls where you are seeing a long wait time is due to an officer not being marked as arrived. This happens from time to time when our dispatch center is extremely busy.”
Tremonton PD
5:52
Goal: N/A
FOX 13 News calculated the average Priority 1 response time with data provided by the department.
“There are some calls that are a little out of the normal, like you will see where we had a stabbing/gun shot case and the response time was 31 minutes,” wrote Assistant Chief Brian Crockett. “Our first officers were there with in just a few minutes, but because people were called out from home and it took them 31 minutes to get there it messed up the time. So there are some weird numbers, but most of it looks pretty normal from my perspective.”
Unified PD
5:01
Goal: N/A
Dispatch – 2:02
Travel – 2:59
Vernal PD
anecdotally, 4 minutes
Goal: 3-5 min
“I’m trying to determine a way to track time for initial officer on scene,” wrote Chief Keith Campbell. “Our dispatch system tracks all officers that respond and averages them. Then reports average time overall per call. If an officer arrives 10 minutes later and checks out on the call it changes the numbers drastically. For example, initial officer on scene in under 2 minutes, 4 officers assisted on the case. It shows response time of 27 minutes. The second two officers arrived on scene way late to assist with vehicle tow and other issues.”
Washington City PD
7:53
Goal: < 10 min
Wellington PD
1:29:48 (all calls)
Goal: N/A
“We do not have just a priority 1 call. Our reporting system is fed through dispatch on times dispatched, arrived and cleared,“ wrote Chief Tom Kosmack. ”Because we don’t have a call volumes as some departments, we don’t have the need to distinguish calls as priority 1, 2, or 3.”
Chief Kosmack stated the department has recently hired a third officer to meet the city’s needs.
“This officer now has completed his first full week now,” he wrote. “My only goal would be to continue to represent Wellington Police as they have and always seek improvement as needed.
West Bountiful PD
UNKNOWN
Goal: 5 min
West Bountiful PD said it could not retrieve data because of a technical deficiency with Bountiful PD’s software, which is expected to be replaced in 2023.
Bountiful PD handles dispatch services for the cities of Bountiful, Centerville, North Salt Lake, West Bountiful, and Woods Cross.
West Jordan PD
8:00
Goal: N/A
Dispatch — 4:00
Travel – 4:00
West Valley City PD
9:48 (median, Jan 2021 – Dec 2021)
Goal: has not responded
Roxeanne Vainuku, a spokesperson for the department, initially approved the request but then changed her mind when asked by FOX 13 News to provide a response within the deadline outlined in state law.
Instead, West Valley City PD provided a median response time from January 2021 through December 2021.
“I mistakenly asked for a record, which did not exist, to be created in an effort go above and beyond your request. I should not have done that. I will not do it again,” Vainuku wrote. ”I will certainly be careful not to try and assist beyond the specific requirements of GRAMA in the future.”
FOX 13 News is in the process of filing an appeal.
Willard PD
12:13
Goal: 8 min if on duty, 25 min if off duty
FOX 13 News calculated the average Priority 1 response time with data provided by the department.
“It’s hard for me to set a goal as we do not have an officer on 24 hours a day,” wrote Chief Theron Fielding. “Some of our calls are late and night and we get called out.”
Woods Cross PD
7:17
Goal: 6 min
The information in the attachment isn’t going to be 100 percent accurate due to some factors,” wrote Michelle Rowley, an administrative assistant and evidence technician for the department. “Our dispatch center does not have the same RMS system as we do. Dispatch’s Eforce system does not properly communicate with Spillman all the time. There have been times that we have arrived on scene and dispatch doesn’t show the officers as arrived for many minutes after.”

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Asana vs Planner: Project management software comparison
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Asana and Microsoft Planner are both popular project management solutions. Compare the features to see which one will help you complete your work on time.
 
Both Asana and Microsoft Planner are fairly straightforward task management and project management tools. For those within the Microsoft ecosystem, Microsoft Planner provides many advantages in terms of integration. On the other hand, Asana is easy to use, popular and has an exceptional array of features and utilities. Asana and Microsoft Planner are two of the best project management tools on the market. Let’s compare the two project management tools to determine which is best for you and your organization.
Asana is an online task and project management suite. It includes most of the features users expect from their task management tools, enabling them to create subtasks, set deadlines and assign tasks to other people. Users can create multiple workspaces for their projects and even connect to multiple Asana deployments.
 
Microsoft Planner is an online application and part of the Microsoft Office 365 integrated ecosystem. Through Microsoft Planner, users can track tasks and projects. Features include task groups, swimlanes, deadlines, task assignments and notes.
Asana makes task management simple — and, as far as project management software goes, it’s fairly robust. Some of Asana’s best features include:
Asana does not have some of the more advanced features that Microsoft Planner has, such as task groups and swimlanes, but the Microsoft Planner suite also lacks some important features, such as subtasks.
SEE: How to build a successful project manager career (free PDF) (TechRepublic)
The biggest difference between Asana and Planner is the ecosystem that they are a part of. Asana is not part of the Microsoft ecosystem and does not integrate with other Microsoft products. But Planner is part of Office 365 and integrates with other Microsoft products, such as Outlook and OneDrive.
That being said, Asana does integrate with many third-party solutions, such as Salesforce, Dropbox, Gmail and Power BI.
Microsoft Planner’s integration with the Microsoft ecosystem is its biggest strength. Some of the best features of Microsoft Planner include:
Microsoft Planner lacks some of Asana’s features, such as the ability to create subtasks or easily integrate with third-party solutions.
SEE: Asana Software Review (TechRepublic)
Microsoft Teams is a platform built for both communication and collaboration. It includes chat, video conferencing, file sharing and task management features. Microsoft Planner is solely a task management application. It can be used side-by-side with Microsoft Teams.
SEE: Feature comparison: Time tracking software and systems (TechRepublic Premium)
Asana is typically used by offices that do not use Office 365, offices that operate remotely or offices just searching for a simple and affordable task management suite. Microsoft Planner is mainly used by businesses that are already using Office 365.
Asana integrates with many third-party solutions, such as Salesforce, Dropbox, Gmail and Power BI. Microsoft Planner integrates with other Microsoft products, such as Outlook and OneDrive. For organizations that need to integrate with third-party solutions that Microsoft does not produce, Asana has a substantial edge.
Asana offers a few support options, including a knowledge base, community forum and email support. Microsoft Planner provides support through the Office 365 support website. Asana’s support is more comprehensive than Microsoft Planner’s, but both platforms offer solid support and have active communities.
Asana has a free basic plan and several paid premium plans. Most employees will only need the basic plan. Microsoft Planner is part of Office 365, which has various subscription plans. The cheapest Office 365 plan that includes Microsoft Planner is $5 per user per month.
Asana is less expensive for individuals and teams who do not need the full suite of Microsoft products. For organizations using Office 365, the cost of Microsoft Planner is negligible.
Asana and Microsoft Planner are both simple project management tools, although Microsoft Planner may be less intuitive for users who are not familiar with the Microsoft ecosystem. Those familiar with Microsoft products should be able to begin using Microsoft Planner immediately.
Asana and Microsoft Planner are different enough that an answer should immediately become apparent. When choosing the best project management software, consider:
The benefits of Microsoft Planner somewhat wane if you aren’t already using Office 365. And if you are already using Office 365, it only makes sense to use a product already included and integrated.

Discover the secrets to IT leadership success with these tips on project management, budgets, and dealing with day-to-day challenges.
Asana vs Planner: Project management software comparison
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Since the COVID-19 pandemic began, remote and hybrid workplaces have become popular. Many interactions and collaboration between team members quickly became and still remain virtual.
During the pandemic, Microsoft promoted its 365 product suite as the go-to platform for virtual interactions. The vendor also saw its customers embrace services like Teams and SharePoint for remote work and collaboration. Then, in 2021, Microsoft introduced a new app for remote work and collaboration called Microsoft Loop.
But what is Microsoft Loop, and how different is it from SharePoint for content management and collaboration?
Organizations consider SharePoint an intranet service that supports enterprise content storage and management. Features like file sharing, versioning, delivery and custom list creation have helped employees access corporate data from anywhere using a browser or a mobile app.
SharePoint offers several components to support collaboration, including the following:
Sixteen years after the birth of SharePoint, the need for real-time collaboration brought forth Teams, Microsoft’s team collaboration software. Teams incorporates video and audio conferencing, real-time chat and SharePoint to store content.
After organizations increased their adoptions of SharePoint and Teams amid the pandemic, Microsoft introduced a product called Loop in an attempt to better fit remote work and collaboration needs.
With Loop, users can interact with and update content in different Microsoft platforms, like Outlook, Teams, SharePoint, OneNote and Word. Those platforms then reflect the changes, as Loop maintains one version of the content, regardless of the platform.
Loop has three main features: pages, workspaces and components.
Some users may view the pages feature as similar to OneNote. However, Loop pages enable users to insert live data and components from different sources in real time, which OneNote doesn’t.
Elements within Loop pages include files, links or data from Dynamics 365 and other Microsoft 365 platforms.
Loop workspaces act like Microsoft’s content explorer. They let users store critical documents and Loop components in one place. Users can see the content they work on for specific projects, and Loop workspaces enable them to interact, share ideas and collaborate on different content asynchronously and synchronously. This feature can help organize all the items teams work on together.
Loop components can be tables, bulleted lists, checklists, paragraphs or task lists that users can edit, and the components stay up to date in connected tools, like Word, Outlook or Teams. Components’ real-time updates mean users can see the same information in the components across platforms.
Loop components are also interactive, as users can view them to see who authored the content and update them in real time.
Microsoft Loop may seem to perform the same activities as SharePoint in regard to content storage, but Loop introduces a new collaboration experience where content — regardless of its location or format — can cross into multiple Microsoft 365 apps.
The key differences between Loop and SharePoint are the following:
While it is still too early to tell how successful Loop’s adoption might be, Loop’s current components seem to give enough functionality for users to take advantage of it.
Part of: Introduction to Microsoft Loop
Microsoft plans to release Loop this year as the long-awaited information-sharing tool across 365 apps. The software reduces the time spent searching for vital data.
As most organizations now have hybrid workers, virtual collaboration is a priority. Here’s how integrating Microsoft Teams with Loop components can enable effective collaboration.
Microsoft’s announcement of Loop came with various questions — in particular, how the new product compares to legacy products, like SharePoint. Here, find out how the two differ.
While Microsoft Loop is not yet generally available, Microsoft has released details about how Loop can connect users and projects across the Microsoft 365 service.
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There must always be a base from which to innovate. With the underlying analysis, shifting funds from infrastructure to innovation is possible. If not, your infrastructure is at risk. In many situations, innovation may necessitate new corporate investment.
IT transformation is the comprehensive review and reworking of an organization’s IT infrastructure to increase effectiveness and delivery in a digital economy. Business leaders, such as the CIO, are in charge of IT transformation, which is the cornerstone of an organization’s overall digital transformation plan. It may entail updating and changing network infrastructure, hardware, software, IT service management, and the methods used to store and retrieve data. Informally, the motto “rip and replace” may be used to describe IT transition.
Table of Contents
The majority of consumers in the modern market want to feel exactly the same way when using technology for work as they do when using it for personal interests. However, a firm may find it challenging to accomplish this. Because of this, businesses are calling for more hybrid IT solutions that will ensure that customers receive the best possible service.
The ultimate goal of every corporate CEO is to increase staff productivity and effectiveness. This justifies the necessity of IT transformation. It offers significant solutions for crucial corporate processes, including finance and human resources.
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Businesses must take action to keep up with a market that is becoming more digital and competitive by not just improving their current systems but also developing and acquiring new applications and services that provide deeper insights into their operations, industry, and clientele. IT transformation frequently seeks to transition the IT department from a reactive, rigid organization to a proactive, adaptable component of the company that can react fast to shifting digital business requirements and make better-informed decisions.
The ultimate objective of these efforts, according to Deloitte, is to “reimagine IT development, delivery, and operating models, and to enhance IT’s ability to collaborate effectively within the enterprise and beyond its traditional boundaries.”
Making substantial changes to the way a corporation or organization operates is referred to as “business transformation.” Personnel, procedures, and technology are all included in this. Organizations that undergo these changes are better able to compete, become more efficient, or completely change their strategic direction.
Business transformations are large-scale, seismic adjustments that firms implement to spur development and change beyond the bounds of incremental improvements. The focus is broad and strategic, including changing to new operational or commercial models.
Business transformations are undertaken by organizations to increase value. To maximize the potential of the business, it can be necessary to optimize personnel potential, harness intellectual property and proprietary technology for other uses, or improve efficiency.
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Application transformation is the process used to analyze old software in a firm and evaluate whether applications can be modernized or moved to the cloud. The apparent first step is to take stock of what you already have, but for larger firms, some legacy systems contain layers of out-of-date languages with lost KT.
Plotting the application depending on its complexity and importance to the client and the organization’s future can therefore be the first step. From there, your “initial wave” efforts toward modernization will be those that are high-value and low-effort. The discovery process for application transformation makes it possible to choose the most appropriate course for modernization.
In order to supply automated services, cloud computing, and new operating models, successful IT transformation creates a strong core infrastructure. Additionally, it streamlines and quickens the deployment of IT services while lowering deployment risk. IT transformation paves the way for more affordable, flexible, and innovative IT as a service delivery.
Organizations may free their IT budget from operational costs and allocate more money for digital transformation by optimizing existing IT cost models. Better business-IT alignment is another benefit of IT transformation.
Since many firms were not founded in the digital era, they lack the freedom to quickly and totally take out and replace all current IT systems. These businesses must contend with outdated business models, software, and systems that limit their ability to transition while planning how to adopt contemporary techniques and methods. This involves diverting funds and resources from established programs to fresh IT transformation projects.
Like any significant organizational change, IT transformation has an impact on corporate culture, business standards, and workflow. In order to successfully convert an organization into a digital business, CIOs must first successfully navigate culture, according to research firm Gartner. In addition to organization-wide communication and training about new IT processes and technology, having a shared vision of the organization’s future state is crucial.
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If you’ve ever seen The Office, you’ve already witnessed (a drawn-out and undoubtedly imperfect) digital revolution over the course of 10 seasons. Although the purpose of this humorous example from pop culture was not to impart knowledge, it is a great illustration of how a traditional company and its workforce handled the transition to digital. Mike was not a strong supporter of the shift, but we shouldn’t dwell on that for too long; instead, we should move on to other examples of IT transformation in action.
One of the sectors affected most significantly by the development of digital technology is unquestionably logistics. UPS is a supply chain management and worldwide shipping business. Given that it was established in 1907, we believe that the digital revolution was simply one change in a lengthy series of changes. Although UPS shows it is not always true, established businesses often have greater trouble implementing IT transformation.
They created a fleet management solution in 2012 that employed machine learning to plan the most efficient delivery routes. The device markedly enhanced driver productivity while lowering fuel costs and carbon emissions. Software development is thought to be saving UPS $300M to $400M annually.
The implementation of numerous data-driven solutions to improve UPS’ internal operations is another illustration of the company’s IT transformation efforts (such as sorting packages, loading trucks, etc.).
UPS never stops and consistently takes on new tasks associated with its IT transformation. The company has saved hundreds of millions of dollars and is still one of the biggest shippers in the world since it actively adopted the shift.
The international behemoth Ikea creates and markets ready-to-assemble furniture and home decor. Ikea made the decision to go digital in 2018 after operating an analog business for over 80 years and becoming one of the most recognizable brands in the world.
The business made a choice to bring on board a digital guru to guide it through the procedure. At the beginning of 2018, former Google and Samsung advisor Barbara Martin Coppola joined the Ikea team as the Chief Digital Officer.
Ikea made the decision to modify its stores and use them as fulfillment centers in order to adapt to the new business model. They employed algorithms to manage the supply chain in order to run two businesses concurrently from the same location (from thousands of locations, including Ikea shops and delivery centers). Additionally, they concentrated on creating analytics and incorporating them into decision-making.
Ikea has the same clientele, both in-store and online. The business made the decision to link in-person and online contacts with customers in order to improve customer experience and maintain consistent branding across all channels. For instance, one may begin planning their new kitchen on the Ikea website before visiting the shop. They can locate themselves by connecting to a remote customer meeting location in the store.
Ikea, a retailer, concentrated on growing its online business. Running a traditional store and an internet store are completely different tasks. Running both at once is a very different matter. It is impossible to define the boundary between one phase of the IT transformation and another.
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IKEA must incorporate digital into every facet of its business, as stated by Barbara Martin Coppola. While the company’s ideals remain constant, the methods of operation change to reflect the evolving business and lifestyle environments.
American software business Adobe was established in 1982. Photoshop, Adobe Acrobat Reader, and Illustrator are some major products you have definitely used.
Adobe Systems, the company’s previous name, offered boxed software back then. The business took a big risk by switching from a license-based approach to a subscription-based model when the 2008 financial crisis hit. It reorganized its service portfolio into three cloud-based solutions: Experience Cloud, Document Cloud, and Creative Cloud. This is how Adobe evolved into a cloud business using the now-ubiquitous SaaS (software-as-a-service) model.
In the meanwhile, they bought an e-commerce platform and a web analytics firm (Omniture) as part of their IT transformation (Magento) efforts. The business also understood that only with the top talent would they be able to accomplish their objectives. As a result, Adobe concentrated on ensuring employee satisfaction and made investments in developing an employer brand and employee-focused work culture. In order to keep track of the company’s health, they also used a data-driven operation model.
Rethinking and changing business models while keeping the client at the forefront of our attention is a part of digital transformation. The practice of utilizing digital technology in all business domains to either develop new processes and customer experiences or adjust existing ones will fundamentally enhance how firms provide value to their consumers.
It is essential to comprehend what digital transformation is not in order to have a greater understanding of what it is. Digital transformation does not just entail boosting your social media presence and engagement but also means overhauling your current business procedures. Every aspect of the business is affected by digital transformation, which goes beyond processes and products to affect the organization’s culture as well. This includes how decisions are made, who is hired, how post-sales service is provided, and even how employees interact with one another internally.
It’s wise to clarify right away that IT transformation is distinct from digitization, which is the process of converting anything from analog to digital, and distinct from digitalization, which is the efficient use of data to streamline tasks. The CTO and the CIO are typically in charge of leading digital transformation, and they may collaborate with suppliers to partially or wholly outsource their transformation process.
These two names are frequently confused with one another and used interchangeably. Let’s examine the distinctions between the two so that you may develop a digital transformation strategy that is appropriate for your company.
The overall approach for digital transformation must include IT change. This simply suggests that IT transformation is necessary for digital transformation to occur. A digital transformation’s foundation is formed through IT transformation.
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The digital transformation of a business affects its people, processes, products, and culture. The digitization of information systems like ERP and others, in contrast, aims to boost productivity and automate more processes. The approach behind digital transformation is customer-driven, with a focus on the preferences and happiness of the customer. IT transformation may not have a strong customer-centric focus and instead focuses mostly on enhancing the IT infrastructure by utilizing the advantages of the most recent technologies.
While IT transformation primarily falls under the purview of IT managers and teams, a digital transformation project necessitates the effort and participation of the entire business. Unlike IT transformation, which is driven by one function, digital transformation is a company-wide progression.
The size of their spheres of influence is another distinction between the two. The scope of IT transformation is restricted to changes in infrastructure, such as cloud computing, network needs, hardware, software, and data management. On the other hand, digital transformation uses all of these tools and covers every aspect that has an impact on an organization, making it far more comprehensive.
Digital transformation lacks an “end state,” whereas IT transformation has a well-defined ending state and aim. This is due to the fact that the process of digital transformation is constantly changing and requires good long-term management of changes in technology, business, and consumer behavior.
There will always be a need for creative strategies that foresee and satisfy client expectations as a result of emerging technologies and changing market dynamics. You may promote a culture of constant change that fuels the expansion of your company by looking at chances to provide relevant solutions for stakeholders and boost operational efficiencies with the cloud.
Despite the numerous advantages of digital transformation, firms frequently fail to realize them for a variety of reasons, one of which is failing to select the appropriate strategic partner to assist with the process. For a long-term, cost-effective, and significant transformation, you must work with a seasoned organization that matches the digital transformation techniques with your unique business demands.
The Treehouse Tech group, which has years of experience in digital transformation and automation, is committed to creating data-led digital transformations that keep businesses ahead of the curve by combining big data with cutting-edge analytical software and cloud architecture.
IT transformation is the process of using digital technologies to reinvent your company for the benefit of both you and your consumers. Running it effectively requires a fundamental change in perspective, yet there don’t seem to be many other options. The clientele has already embraced the digital era; therefore, going digital offers more benefits than just a strategic advantage.
Because of the quickly changing environment (VUCA) and the gradual adoption of technology, businesses are under tremendous strain. In light of this, a well-planned and executed digital transformation strategy may alter one’s place in the race while also leaving one with an open mind and the foundation for future success.
One of the biggest advantages of IT transformation is that it will enable your company to gather and analyze data that it can turn into insights that generate money. In the past, you may have collected and used no data, or your data may have been dispersed over numerous disconnected platforms. Strong data collecting, centralized data storage, and the development of technologies to evaluate and transform data into information that supports informed business decision-making will be made possible by digital transformation.

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October 26, 2022 06:55 ET | Source: Garrett Motion Inc. Garrett Motion Inc.
Wilmington, Delaware, UNITED STATES
Third Quarter 2022 Highlights

YTD 2022 Highlights
ROLLE, Switzerland, Oct. 26, 2022 (GLOBE NEWSWIRE) — Garrett Motion Inc. (Nasdaq: GTX, GTXAP), a leading differentiated technology provider for the automotive industry, today announced its financial results for the quarter ended September 30, 2022.
* See reconciliations to the nearest GAAP measure in pages 5-13
“I am very pleased with third quarter results. The expected recovery in third quarter volumes, along with strong operating performance, helped to offset inflation while driving robust third quarter cash generation. This is another proof point of our ability to perform well despite a volatile environment. Garrett’s consistent track record of strong performance enabled us to recently pay our first cash dividend on the Series A preferred stock, as we continue to make progress toward a full normalization of our capital structure,” said Olivier Rabiller, Garrett President and CEO.
“While there are still uncertainties on a macro level, we now expect stable fourth quarter demand in-line with third quarter’s increased volumes. We remain confident in the strength of our core business even as we anticipate the need to flex our highly variable cost structure to address the risk of potential recession.”
Results of Operations
Net sales for the third quarter of 2022 were $945 million, representing an increase of 13% (including an unfavorable impact of $105 million or 12% due to foreign currency translation) compared with $839 million in the third quarter of 2021. The increase in net sales was driven by successful recoveries on inflation pass through and higher volumes which were impacted last year by the global semiconductor shortage.
Cost of goods sold for the third quarter of 2022 was $767 million compared with $676 million in the third quarter of 2021 primarily due to higher volumes, unfavorable product mix and inflation on commodities, transportation and energy which contributed to an increase of $84 million, $34 million and $52 million, respectively. In addition there was a $7 million increase in Research and development (“R&D”) costs which reflects our shift in investment in new technologies and headcount increase year-over-year. This increase was partially offset by favorable foreign currency impacts which contributed to a decrease of $72 million and continued focus on productivity of $14 million.
Gross profit totaled $178 million for the third quarter of 2022 as compared to $163 million in the third quarter of 2021, with a gross profit percentage for the third quarter of 2022 of 18.8% as compared to 19.4% in the third quarter of 2021. The increase in gross profit was primarily due to higher sales volume which impacted gross profit by $37 million and $43 million of inflation recoveries from customer pass-through agreements net of pricing reductions. Gross profit also increased by $22 million from higher productivity and $6 million due to a favorable product mix. These increases were partially offset by $52 million on commodities, transportation and energy costs inflation, $7 million of higher R&D costs and $34 million of unfavorable foreign currency translational, transactional and hedging effects.
Selling, general and administrative (“SG&A”) expenses for the third quarter of 2022 decreased to $57 million from $60 million in the third quarter of 2021 primarily due to $6 million of favorable impact from foreign exchange rates, $3 million lower professional service fees partially offset by increase in bad debt expenses. As a percentage of net sales, SG&A for the third quarter of 2022 was 6.0% down from 7.1% in 2021.
Interest expense in the third quarter of 2022 was $18 million as compared to $25 million in the third quarter of 2021. The decrease is primarily due to $11 million of lower accretion on our Series B Preferred Stock, which as of June 30, 2022, has been redeemed in full, partially offset by $3 million of higher interest expense on our current Dollar term loan facility.
Non-operating income increased to $29 million in the third quarter of 2022 from $4 million in the third quarter of 2021. The increase in income is primarily related to $25 million of interest income recorded in 2022 from unrealized marked-to-market gains on interest rate swaps.
Reorganization items – net was nil in the third quarter of 2022 related to professional services for the Company’s Chapter 11 cases. In the third quarter of 2021, Reorganization items – net amounted to $9 million gain, representing the reversal of excess accrual of professional service fees related to the Chapter 11 Cases.
Net Income for the third quarter of 2022 was $105 million as compared to $63 million in the third quarter of 2021. The increase of $42 million is primarily as a result of $15 million of higher gross profit and $25 million of higher non-operating income, as discussed in the above sections. The net income margin increased to 11.1% in the third quarter of 2022 as compared to 7.5% in the third quarter of 2021.
Net cash provided by operating activities totaled $61 million in the third quarter of 2022 as compared to a usage of cash of $55 million in the third quarter of 2021, primarily due to favorable impacts from working capital of $31 million and $42 million from net income as mentioned above.
Non-GAAP Financial Measures
Adjusted EBITDA increased to $146 million in the third quarter of 2022 as compared to $134 million in the third quarter of 2021. The increase was mainly due to a 15% increase in volume, improved productivity and inflation pass-through net of pricing, partially offset by commodities, transportation and energy inflation, as well as unfavorable foreign exchange impacts. The Adjusted EBITDA margin decreased to 15.4% in the third quarter of 2022 as compared to 16.0% in the third quarter of 2021.
Adjusted free cash flow, which excludes reorganization items, repositioning charges (primarily severance costs related to internal restructuring projects) and stock compensation expense, was $120 million in the third quarter of 2022 as compared with a usage of $63 million in the third quarter of 2021. The increase in adjusted free cash flow was primarily due to increased volumes and higher cash flow from working capital.
Liquidity and Capital Resources
As of September 30, 2022, Garrett had $634 million in available liquidity, including $159 million in cash and cash equivalents and approximately $475 million of undrawn commitments under its revolving credit facility. As of June 30, 2022, Garrett had $621 million in available liquidity, including $146 million in cash and cash equivalents and approximately $475 million undrawn commitments under its revolving credit facility.
As of September 30, 2022, total principal amount of debt outstanding totaled $1,146 million, down from $1,180 million as of June 30, 2022.
Emergence from Chapter 11
As previously announced, on April 30, 2021, Garrett emerged from its pending Chapter 11 cases, successfully completing the restructuring process and implementing the Plan of Reorganization that was confirmed by the U.S. Bankruptcy Court for the Southern District of New York.
Full Year 2022 Outlook
Garrett is providing the following outlook for the full year 2022 for certain GAAP and Non-GAAP financial measures.
* See reconciliations to the nearest GAAP measure in pages 5-13.
Garrett’s full year 2022 outlook, as of October 26, 2022, includes the following expectations:

Conference Call
Garrett will host a conference call on Wednesday, October 26, 2022 at 8:30 am Eastern Time / 2:30 pm Central European Time. The conference call will be broadcast over the Internet and include a slide presentation. To access the webcast and supporting materials, please visit the investor relations section of Garrett’s website at http://investors.garrettmotion.com/. The webcast will be archived on Garrett’s website for replay.
Forward-Looking Statements
This release contains “forward-looking statements” within the Private Securities Reform Act of 1995. All statements, other than statements of fact, that address activities, events or developments that we or our management intend, expect, project, believe or anticipate will or may occur in the future are forward-looking statements including without limitation our statements regarding the impact of the COVID-19 pandemic, the conflict between Russia and Ukraine, inflationary pressure on Garrett’s business and management’s inflation mitigation strategies, financial results and financial conditions, industry trends and anticipated demand for our products, Garrett’s strategy, anticipated supply constraints, including with respect to semiconductor, anticipated developments in emissions standards, trends including with respect to production volatility and volume, Garrett’s capital structure, anticipated new product development plans for the future including expected R&D expenditures, anticipated impacts of partnerships with third parties, and Garrett’s outlook for 2022. Although we believe forward-looking statements are based upon reasonable assumptions, such statements involve known and unknown risks, uncertainties, and other factors, which may cause the actual results or performance of Garrett to be materially different from any future results or performance expressed or implied by such forward-looking statements. Such risks and uncertainties include but are not limited to those described in our annual report on Form 10-K for the year ended December 31, 2021, and our quarterly report on Form 10-Q for the quarter ended September 30, 2022, as well as our other filings with the Securities and Exchange Commission, under the headings “Risk Factors” and “Cautionary Note Regarding Forward-Looking Statements.” You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this document. Forward-looking statements are not guarantees of future performance, and actual results, developments and business decisions may differ from those envisaged by our forward-looking statements.
Non-GAAP Financial Measures
This release includes the following Non-GAAP financial measures which are not calculated in accordance with generally accepted accounting principles in the United States (“GAAP”): constant currency sales growth, EBITDA, Adjusted EBITDA, Adjusted EBITDA Margin, and Adjusted Free Cash Flow. The Non-GAAP financial measures provided herein are adjusted for certain items as presented in the Appendix containing Non-GAAP Reconciliations and may not be directly comparable to similar measures used by other companies in our industry, as other companies may define such measures differently. Management believes that, when considered together with reported amounts, these measures are useful to investors and management in understanding our ongoing operations and analysis of ongoing operating trends. Garrett believes that the Non-GAAP measures presented herein are important indicators of operating performance because they exclude the effects of certain items, therefore making them more closely reflect our operational performance. These metrics should be considered in addition to, and not as replacements for, the most comparable GAAP measure. For additional information with respect to our Non-GAAP financial measures, see the Appendix to this presentation and our annual report on Form 10-K for the year ended December 31, 2021, and our quarterly report on Form 10-Q for the quarter ended September 30, 2022.
About Garrett Motion Inc.
Garrett Motion is a differentiated technology leader, serving customers worldwide for more than 65 years with passenger vehicle, commercial vehicle, aftermarket replacement and performance enhancement solutions. Garrett’s cutting-edge technology enables vehicles to become safer, more connected, efficient and environmentally friendly. Our portfolio of turbocharging, electric boosting and automotive software solutions empowers the transportation industry to redefine and further advance motion. For more information, please visit www.garrettmotion.com.


GARRETT MOTION INC.
CONSOLIDATED INTERIM STATEMENTS OF OPERATIONS


GARRETT MOTION INC.
CONSOLIDATED INTERIM STATEMENTS OF COMPREHENSIVE INCOME


GARRETT MOTION INC.
CONSOLIDATED INTERIM BALANCE SHEETS


GARRETT MOTION INC.


Reconciliation of Net Income (Loss) to Adjusted EBITDA⁽¹⁾
(1)  We evaluate performance on the basis of EBITDA and Adjusted EBITDA. We define “EBITDA” as our net income calculated in accordance with U.S. GAAP, plus the sum of net interest expense, tax expense and depreciation. We define “Adjusted EBITDA” as EBITDA, plus the sum of net reorganization items, stock compensation expense, repositioning costs, net foreign exchange (gain)/loss on debt, loss on extinguishment on debt, discounting costs on factoring and other non-operating income. We believe that EBITDA and Adjusted EBITDA are important indicators of operating performance and provide useful information for investors because:
In addition, our management may use Adjusted EBITDA in setting performance incentive targets to align performance measurement with operational performance.
(2)  The Company applied ASC 852 for periods subsequent to the September 20, 2020, the date the Company and certain of its subsidiaries each filed a voluntary petition for relief under Chapter 11 of title 11 of the United States Code, to distinguish transactions and events that were directly associated with the Company’s reorganization from the ongoing operations of the business. Accordingly, certain expenses and gains incurred during the Chapter 11 cases are recorded within Reorganization items, net in the Consolidated Interim Statements of Operations.
(3)  Stock compensation expense includes only non-cash expenses.
(4)  Repositioning costs includes severance costs related to restructuring projects to improve future productivity.
(5)  Reflects the non-service component of net periodic pension costs and other income that are non-recurring or not considered directly related to the Company’s operations.
(6)  Professional service costs consist of professional service fees related to strategic planning for the Company. Costs incurred in 2021 relate to strategic planning activities for the Company which occurred following the Effective Date. We consider these costs to be unrelated to our ongoing core business operations.
(7)  The canton of Vaud, Switzerland generally provides for crediting the cantonal corporate income tax against capital tax. There was no income tax payable for the period ended September 30, 2021 and therefore the 2021 capital tax due of $2 million was recorded in SG&A.
(8)  Adjusted EBITDA margin represents Adjusted EBITDA as a percentage of net sales.


Reconciliation of Constant Currency Sales % Change⁽¹⁾
(1)  We previously referred to “constant currency sales growth” as “organic sales growth.” We define constant currency sales growth as the year-over-year change in reported sales relative to the comparable period, excluding the impact on sales from foreign currency translation. This is the same definition we previously used for “organic sales growth”. We believe this measure is useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends.


Reconciliation of Cash Flow from Operations to Adjusted Free Cash Flow⁽¹⁾
(1)  Chapter 11 related cash interests increased by $21 million for the nine months ended September 30, 2021 after full reconciliation of all reorganization items done in 2021.
(2)  Q1 2021 Adjusted free cash flow was restated to reflect updated definition which excludes liquidity actions such as sales of receivables.
(3)  Adjusted free cash flow reflects an additional way of viewing liquidity that management believes is useful to investors in analyzing the Company’s ability to service and repay its debt. The Company defines adjusted free cash flow as cash flow provided from operating activities less capital expenditures and additionally adjusted for other discretionary items including Chapter 11 related items and cash flow impacts for factoring and guaranteed bank notes activity.


Full Year 2022 Outlook Reconciliation of Reported Net Sales to Net Sales Growth at Constant Currency


Full Year 2022 Outlook Reconciliation of Net Income to Adjusted EBITDA


Full Year 2022 Outlook Reconciliation of Net Cash Provided by Operating Activities to Adjusted Free Cash Flow

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by Elizabeth Gonzalez | Updated Aug. 5, 2022 – First published on May 18, 2022
Image source: Getty Images
Managing people effectively is a critical function of any human resources (HR) department. But managing the mountain of paperwork that comes along with it is just as important to the success of your business.
A successful HR document management strategy protects sensitive data, enhances administrative efficiency, and protects your business from risk. It also empowers your leadership teams with data to drive better decision making.
With the following steps, your business can cut the HR paper mountain down to size and make your HR documents work for your teams.
HR document management involves managing the entire lifecycle of employee documents to ensure proper storage of required records, controlled access to documents and information, and timely disposal of obsolete files.
While it takes time to create file management strategies for your small business, your investment will pay off in the following benefits.
The most compelling reason to have a formal, effective document strategy in place for HR is the law. Numerous federal laws require employers to store certain employee records.
Some must be stored in a secure environment. Many have specific retention periods. Your document storing system helps ensure that you comply with all of the relevant requirements.
In addition to federal requirements, you need to be able to readily access employee documents to answer regulatory audits and inquiries, employee complaints, and lawsuits.
For example, if an employee lodges a discrimination complaint, you may need to access performance appraisals, compensation data, time and attendance records, hiring documents, and more.
If the complaint grows into an investigation by the Equal Employment Opportunity Commission (EEOC), you may need to provide similar documents covering an entire class of employees. Often these requests are time-sensitive.
A document management policy ensures that you can produce the full HR records you need promptly.
Employers are also legally required to secure sensitive employee data, including medical information, information on disabilities, Social Security numbers, and other personal information.
A document management system prescribes security protocols to meet those requirements. Examples include locking physical files, securing computers and other information technology (IT) equipment when not in use, and protecting electronic data with passwords and encryption.
The only thing worse than working through a mountain of administrative paperwork is climbing that mountain over and over again, hunting for documents and recreating lost data. A document management plan is critical for efficient, organized HR administration.
An effective document management policy streamlines document access and sharing for efficient workflows. When you have a clear location and path for every document, you can ensure that the right documents are available to the right people on demand.
HR electronic document management further enhances data flow and access.

Software such as DocSend makes document management easier. Image source: Author
No matter the size of your business, you can create a working document strategy that will save you time and headaches using the following steps:
Start by identifying all of the human resource documents your business collects. These are the typical documents needed to manage HR functions:
For every HR document you collect or create, ask yourself:
Next, you need to assign expiration dates and triggers for your documents. Triggers are events that would start the expiration clock ticking on a document. For example, many documents must be retained for a year following an employee’s departure, so termination would be a trigger for those documents.
When setting retention parameters, some questions to consider include:
Another aspect your document management plan needs to encompass is security. Some areas to evaluate include:
Now that you’ve gathered all of this information for each document type, you can begin to group it to create storage, access, workflow, and archiving plans. The following steps will help you convert your data into a working plan:

M-Files is another highly-rated document management software. Image source: Author
Many of your documents and records may already be managed via payroll or HR software. You may also want to consider dedicated HR document management software to automate document generation, access, and workflows.
Many document management systems provide automatic notifications of trigger events and other features to make it easier to manage your HR paperwork.
Digital document management also makes it easy to ensure data security with encryption, password protection, and periodic audits.
A comprehensive, organized data management system does more than save you administrative time and headaches; it gives you control.
When complaints or legal challenges arise, you have the evidence at your fingertips to respond promptly and defend your business. When your HR team is planning and strategizing, you have ready access to data to illuminate opportunities and inform decisions.
If you have questions about how you’re doing, you’ll have the tools to get quick answers. That’s an outcome worth planning for.
Cash back, travel rewards, 0% intro APR financing: all of these can be great credit card perks for business owners. But how do you find the right business credit card for you? There are tons of offers on the market today, and sifting through them to find the right one can be a big hassle. So we've done the hard work for you.
Get started with one of our top business credit card picks of 2022 today.
Elizabeth Gonzalez is a legal and regulatory expert writing for The Ascent and The Motley Fool.
We’re firm believers in the Golden Rule, which is why editorial opinions are ours alone and have not been previously reviewed, approved, or endorsed by included advertisers. The Ascent does not cover all offers on the market. Editorial content from The Ascent is separate from The Motley Fool editorial content and is created by a different analyst team.
The Ascent is a Motley Fool service that rates and reviews essential products for your everyday money matters.
Copyright © 2018 – 2022 The Ascent. All rights reserved.

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Beachwear Market Size
Beachwear Market Analysis By Key Players Industry Growth Size Share Trends Sales Forecast And Supply Demand & Forecast By 2031
NEW YORK CITY, NEW YORK, UNITED STATES, October 27, 2022 /EINPresswire.com/ — This comprehensive analysis of the fastest-growing Beachwear market provides insights that will help stakeholders identify both opportunities and challenges. The 2022 market could see another significant year for Beachwear. This report provides insights into the company's activities and financial status (company profiles are needed if you are looking to raise capital or win investors), recent developments (Mergers and Acquisitions), and the most up-to-date SWOT analysis. This report focuses on the Beachwear market during the 2031 evaluation period. This report also includes a Beachwear market growth analysis that incorporates Porter's five-factor analysis as well as supply chain analysis.
The industry's behavior is discussed in detail. It also outlines the future direction to help businesses and other stakeholders make informed decisions that will ensure strong profits over the coming years. This report will provide a practical overview of the global market and its changing environment to help readers make informed decisions about market projects. This report will focus on growth opportunities that will allow the market to expand its operations in existing markets.
Get Sample with Latest Trends and Future Advancements at: https://market.us/report/beachwear-market/request-sample/
(Use Company eMail ID to Get Higher Priority)
This report helps both major players and new entrants to analyze the market in-depth. This will help the leading players decide on their business strategy and set goals. This report provides critical market information, including Beachwear market size, growth rates and forecasts in key regions and countries, as well as growth opportunities in niche markets.
The Beachwear report contains data based on rigorous primary and second-level research using proven research methods. This report provides all-around information that aids in the estimation of every part of the Beachwear market. This report was created by considering several aspects of market research and analysis. These include market size estimates, market dynamics, company and market best practices. Entry-level marketing strategies, positioning, segmentation, competitive landscaping and economic forecasting. Industry-specific technology solutions, roadmap analysis, targeting key buying criteria and in-depth benchmarking of vendor offerings.
The following Top manufacturers are assessed in this report
Aimer
American Apparel
Diana Sport
Equatorsun
Jantzen
La Perla Group
MOONBASA
NOZONE
ONeill Inc
PARAH S.p.A
Pentland Group
Perry Ellis
PVH
Quiksilver
Seafolly
Seaspray
Swimco
The Wet Seal
TYR Sport
VF Corporation
Wacoal
Worldwide Beachwear Market Statistics by Types:
Swimsuits
Bench Dress
Worldwide Beachwear Market Outlook by Applications:
Men
Women
Kids 
Some of the major geographies included in this report are:
– North America (the U.S and Canada and the rest of North America)
– Europe (Germany, France, Italy and Rest of Europe)
– Asia-Pacific (China, Japan, India, South Korea and Rest of Asia-Pacific)
– LAMEA (Brazil, Turkey, Saudi Arabia, South Africa and Rest of LAMEA)
To Get Moment Access, Buy Report Here: https://market.us/purchase-report/?report_id=52654
The key highlights of the report:
1. Industry trends (2015-2020 historic and future 2022-2031)
2. Key regulations
3. Technology roadmap
4. Intellectual property analysis
5. Value chain analysis
6. Porter’s Five Forces Model, PESTLE and SWOT Analysis 
These are the questions that the research document will answer:
How is the Beachwear market along with regions like North America, Europe, Asia-Pacific, South America and the Middle East and Africa are growing?
What cutting-edge technologies are responsible for driving market growth?
What are the major applications of Beachwear market? What growth prospects are there for the market applications?
What stage are the key products on the Beachwear market?
What are the challenges that the Global (North America and Europe and Asia-Pacific and South America) must overcome to be commercially viable? Are their growth and commercialization dependent on cost declines or technological/application breakthroughs?
What are the prospects for the Beachwear Market?
What is the difference between performance characteristics of Beachwear and established entities?
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These are the reasons to invest in this report
1. Beachwear market provides an analysis of the changing competitive environment.
2. Analytical data and strategic planning methods are involved to help businesses make informed decisions.
3. 10-year assessment for Beachwear Market.
4. It allows you to understand the key product segments.
5. Market.us team shed light on market dynamics such as drivers and restraints, trends and opportunities.
6. It provides a regional analysis of the Beachwear Market as well as business profiles for several stakeholders.
7. It provides massive data on trending factors that can influence the development of the Beachwear Market.
View Detailed of Beachwear Market Research Report, Click The Link Here : https://market.us/report/beachwear-market/
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Adobe introduced an e-signature software designed specifically for small businesses to the Adobe Document Cloud lineup. Adobe Sign intends to help small businesses digitize when used in conjunction with other Adobe document technologies.
Adobe Sign is directed at pen-and-paper processes that slow down business like contracts and approvals, payments and invoices, and customer onboarding. 
According to research from Adobe, paper-based processes are the No. 1 impediment to business operations for small businesses, and 75% still use pen and paper to sign documents.
Adobe Sign for small businesses intends to simplify these processes with just enough features for SMB operations without the bulk and cost of Adobe Document Cloud for Enterprise. The small business offering brings the following capabilities:
Small business Adobe users reported that they did not need many features offered in the enterprise edition, such as some PDF services, automated workflows and prebuilt integrations, among others. According to the vendor, Adobe Sign has just enough capabilities to help SMBs digitize at a lower cost and less commitment.
According to Gartner, digitization is crucial for growth and to remain competitive, and Adobe Sign might be that first step for SMBs, according to the vendor. In an Adobe survey, 84% of small businesses agreed that going digital is important, but only 3% have begun to digitize.
Other commonly used e-signature software such as DocuSign, SignNow and SignRequest offer many of the same sign-request capabilities as Adobe, but the vendor claims its suite of document software — such as Reader and Scan — and its research on and targeted development for small businesses distinguishes itself from competitors.
E-Handbook: Adobe Sign business workflows bypass COVID-19 restrictions
Up Next
Adobe Sign’s automated digital processes help businesses transition from in-person pen-and-paper signings to e-signature processes amid lockdowns and social distancing.
As part of its 2022 digital strategy, TSB has begun rolling out electronic forms designed in Adobe XD and processed using Adobe Sign
To offer a simpler e-signature software, Adobe introduced Adobe Sign for small businesses.
Some tips to think about when creating an e-signing process include cataloging documents requiring signatures, building user stories and determining necessary software features.
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