Integrating agile software development into stage-gate managed product development

Agile methods have evolved as a bottom-up approach to software development. However, as the software in embedded products is only one part of development projects, agile methods must coexist with project management models typically of the stage-gate type. This paper presents a qualitative case study of two large independent software system projects that have used eXtreme Programming (XP) for software development within contexts of stage-gate project management models. The study is comprised of open ended interviews with managers as well as practitioners, followed by a structured, fully traceable, qualitative analysis. We conclude that it is possible to integrate XP in a gate model context. Key issues for success are the interfaces towards the agile subproject and management attitudes towards the agile approach

Stage-gate and agile development in the digital age: Promises, perils, and boundary conditions

Some artists begin with careful plans, sketches, preliminary drawings and even paintings before settling on one particular direction. Claude Monet, for example, carefully planned and prepared his work to coincide with specific natural light, timing his activity according to when and how daylight touched his canvas (House, 2004). His work was revolutionary: masterpieces such as his famous Impressions, Sunrise and subsequent Water Lilies series were intended to capture the feelings initiated by observation and interpretation; they exceeded the mere recording of scenery details. Other artists seemed to obtain their inspiration internally, beginning with little formal preparation. They approached the canvas experientially. Jackson Pollock adopted this style with his famous drip paintings - action pieces that were acclaimed to show motion, depicting accidents and energy

Testing in the incremental design and development of complex products

Testing is an important aspect of design and development which consumes significant time and resource in many companies. However, it has received less research attention than many other activities in product development, and especially, very few publications report empirical studies of engineering testing. Such studies are needed to establish the importance of testing and inform the development of pragmatic support methods. This paper combines insights from literature study with findings from three empirical studies of testing. The case studies concern incrementally developed complex products in the automotive domain. A description of testing practice as observed in these studies is provided, confirming that testing activities are used for multiple purposes depending on the context, and are intertwined with design from start to finish of the development process, not done after it as many models depict. Descriptive process models are developed to indicate some of the key insights, and opportunities for further research are suggested

EXTREME PROGRAMMING AND RATIONAL UNIFIED PROCESS – CONTRASTS OR SYNONYMS?

The agile movement has received much attention in software engineering recently. Established methodologies try to surf on the wave and present their methodologies a being agile, among those Rational Unified Process (RUP). In order to evaluate the statements we evaluate the RUP against eXtreme Programming (XP) to find out to what extent they are similar end where they are different. We use a qualitative approach, utilizing a framework for comparison. RUP is a top-down solution and XP is a bottom-up approach. Which of the two is really best in different situations has to be investigated in new empirical studies.extreme programming

Applying agile to portfolio management

Portfolio management is a practice of managing organization’s projects in a structured manner. The goal is to produce maximum value by selecting executed projects, realizing the maximum amount of business value. Portfolio management is also one of the most important tools to execute company strategy by focusing on development efforts and as such an important tool for management. Agile project management and development practices have become very common in the last decade, so portfolio management should also be compatible with modern agile development methods when applied. In this thesis, a literature review is made to understand the current research of portfolio management, agile development methods, and combining those two subjects. A goal is to understand how portfolio management process should be defined to be compatible with projects using agile development methods, and if agile methods can be applied in the process as well. A new customized portfolio management framework is designed and implemented based on the literature review for Elo Mutual Pension Insurance Company’s investment organization to be used to manage in house development projects. Thesis will follow up if the framework is able to improve organization’s portfolio management practices. The designed framework was considered as an improvement and was designed to support use of agile development methods

DIGITAL TRANSFORMATION PROGRAMS - CONTROL IN THE CONTEXT OF AGILE AND TRADITIONAL APPROACHES: A MULTIPLE-CASE STUDY

Over the last years, digital transformation in organizations has been accompanied by a rise of agile principles and methodologies. Despite some few exceptions, the majority of organizations need to combine or manage the coexistence of agile and traditional management approaches to explore new digital technologies, exploit their benefits, and innovate business successfully. Up to the present, it is not well understood how organizations deal with both approaches within digital transformation programs. Drawing on control theory and the concept of ambidexterity, the purpose of this multiple-case study is to explore how traditional and agile components are managed within large digital transformation programs, what formal modes and styles of control are conducted, and which tensions in control arise. Besides identifying authoritative and enabling control modes, as well as for instance tensions concerning transparency and cadence of outcome delivery, the important dual and “translating” role of the program manager regarding control is emphasized through this study

Pioneering the combined use of agile and stage-gate models in new product development–cases from the manufacturing industry

Stage gate models have long been the norm in manufacturing industries. Whereas agile models, such as scrum, are standard amongst software industries. These two models have been traditionally been pitted against one another, each with its own advantages and limitations. A new trend is being observed, where gated models are becoming more agile, and agile models more gated. This trend indicates a need to combine the models, recognizing the limitations of both. We explore a number of cases where the models have been combined, very much based on trial and error, with adaptions being made as needed. The findings are relevant to product- and engineering design theory and education as stage gate models are commonly seen as the basis for modeling and teaching design. Certain qualities of agile are expected to be integrated into stage gate models, from which new process models might emerge. Such processes are expected to integrate more interdisciplinary collaboration along different stages of product development, facilitate more flexibility in setting requirements and allowing change. This article offers managers the possibility to understand how to combine stage gate and agile models and why, based upon cross company learning, hence fast tracking this process

CHARTING PROGRESS IN THE SOFTWARE ACQUISITION PATHWAY

The Department of the Navy (DON) recently implemented the Department of Defense (DOD) Software Acquisition Pathway (SWP), a software acquisition strategy for custom application and embedded software. The purpose of the SWP is to enable rapid and iterative delivery of high-priority software capability to the intended user. But while the SWP uses an agile software development approach, neither the DOD nor the DON have yet provided comprehensive governance tools and methods for SWP programs to iteratively plan, track, and assess acquisition outcomes in agile environments. To close this gap, the author systematically researched commercial software engineering management and digital product development practices as well as prior DOD software acquisition reform studies. Based on the results, the author showed that Earned Value Management is incompatible with the SWP and recommended alternative techniques to measure cost and schedule performance. Additionally, the author recommended a phased approach to manage DON SWP custom application programs, whereby a minimal, unitless work breakdown structure is used to track progress until demonstrating the minimum viable product to the user in a testing environment; product-based metrics are then tracked until initial release of the custom application software; and then outcome-based goals are iteratively set, tracked, and assessed using the Objectives and Key Results framework for as long as the custom application software is in use.Captain, United States Air ForceApproved for public release. Distribution is unlimited