Agile Management in Product Development

Borba, João Carlos R. de; Trabasso, Luı́s Gonzaga; Pessôa, Marcus Vinicius Pereira

doi:10.1080/08956308.2019.1638488

Cited by 18 publications

(17 citation statements)

References 10 publications

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“…Some features have been formulated that distinguish enterprises using the Agile concept. They include the availability of flexible strategic plans of the company; the presence of a limited number of key highly qualified personnel; readiness to work in conditions with a high level of uncertainty [24]. The Agile methodology does not divide the entire project into sequential phases, but it divides it into small sub-projects, which form the final product.…”

Section: Agile Manufacturingmentioning

confidence: 99%

Integrative Approach to Implementing Labor Productivity Projects in Large Industrial Companies Operating on the Territory of the Perm Krai of the Russian Federation

Попов

Александрова

Гершанок

et al. 2022

Management Systems in Production Engineering

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A purposeful growth in efficiency of large industrial companies largely depends on a balanced decision-making concerning the content, the cost, and the quality of corporate projects to increase business productivity. A traditional project management methodology does not allow improving all project’s parameters simultaneously. This leads to difficulties in implementing the developed measures and in providing the planned productivity growth. To search balanced decisions in labor productivity projects it is suggested to use an integrated approach, focused on a range of efficient instruments from allied management fields. It is recommended to integrate project management methodology with some instruments of strategic and innovative management, production systems development concepts LEAN, QRM and Agile, human resource and project portfolio management. A model of an integrated approach to labor productivity projects, which was developed and tested, is reasonable to use in large companies to develop hi-tech products and conduct organizational changes.

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Section: Agile Manufacturingmentioning

confidence: 99%

Integrative Approach to Implementing Labor Productivity Projects in Large Industrial Companies Operating on the Territory of the Perm Krai of the Russian Federation

Попов

Александрова

Гершанок

et al. 2022

Management Systems in Production Engineering

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“…At these transition, stage gates assess whether the preceding product phase meets particular criteria so that the development can proceed to the next stage. Besides other areas, the idea is applicable also to agile software product development [16,17] to ensure software quality between sprints. Raatikainen et al report on an exploratory multiple case study to examine different stages, controlled by gates, in lean software development in startups [18].…”

Section: Related Workmentioning

confidence: 99%

A DSL for Defining Feature-Level Quality Constraints and the Aggregation of Evaluation Results in DevOps

Haindl¹,

Plösch²

2022

Preprint

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Quality requirements typically differ among software features, e.g., due to different usage contexts of the features, different impacts of related quality deficiencies onto overall user satisfaction, or long-term plans of the developing organization. For instance, maintainability requirements might be particularly high for software features which are frequently used or bear strategic value for the developing organization. Also, software features where even the smallest delays are perceived as negative by the user will be subjected to specially tight performance requirements. We defined an operational DSL to define software quality requirements as individual feature-level constraints based on quantitative measures. The DSL provides language elements to define the operationalization of measures from external systems, time series operations, time filters, and the automatic evaluation of these feature-level constraints in DevOps based on comparison operators and threshold values. In addition, quality ratings summarize evaluation results of features on an ordinal grading scheme. Likewise, quality gates use these quality ratings to reflect the fitness of software features or the overall software product using different states. Finally, we show an example based on a widely-adopted secure mobile messaging app that illustrates the interplay of the different DSL elements.

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“…Static and hierarchical organisational structures may not provide the necessary flexibility to sustain organisational competitiveness (Jensen et al, 2007). An agile way of thinking can help enterprises build and maintain a competitive edge, even in the case of small organisations (De Borba et al, 2019). Agile organisations can achieve a competitive advantage owing to their ability to respond immediately and adapt to changing conditions and a dynamic environment.…”

Section: Introductionmentioning

confidence: 99%

Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries

Zakrzewska

Jarosz

Piwowar‐Sulej

et al. 2022

JOCM

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PurposeThe aim of the article is to define the way of understanding of agile in enterprises, to verify the factors limiting agility implementation, as well as to understand what the expectations of enterprise management towards agile implementation are.Design/methodology/approachThe article uses both literature studies and empirical research. The research was conducted in 2019 in 152 companies located in Luxemburg, Croatia and Poland, which have implemented an agile approach to management.FindingsIn most of the surveyed organisations, agile is understood as a methodology for creating projects or applications. The most common barriers to implementing agile in the surveyed enterprises are culture too deeply rooted in traditional methodologies and the lack of funds to introduce transformations. Growth in productivity and competitiveness and reducing delivery time stand out among the most common expectations of the management of the surveyed enterprises.Originality/valueThe article is in line with the idea of analysing the key factors of a successful agile implementation, which can be a guideline for an enterprise to manage the adoption of agility. The article utilises original research tools, provides comparisons between countries and presents implications for practitioners and researchers.

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Agile Management in Product Development

Cited by 18 publications

References 10 publications

Integrative Approach to Implementing Labor Productivity Projects in Large Industrial Companies Operating on the Territory of the Perm Krai of the Russian Federation

Integrative Approach to Implementing Labor Productivity Projects in Large Industrial Companies Operating on the Territory of the Perm Krai of the Russian Federation

A DSL for Defining Feature-Level Quality Constraints and the Aggregation of Evaluation Results in DevOps

Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries

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