Agile Project Management in New Product Development and Innovation Processes: Challenges and Benefits Beyond Software Domain

Ćirić, Danijela; Lаlić, Bojаn; Gračanin, Danijela; Palčić, Iztok; Zivlak, Nikola

doi:10.1109/tems-isie.2018.8478461

Cited by 53 publications

(47 citation statements)

References 28 publications

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“…In today's highly dynamic, uncertain and rapidly changing project environment, traditional plan-driven project management approaches are no longer efficient [1]. Products have become increasingly complex, and customers are constantly demanding new functionalities.…”

Section: Introductionmentioning

confidence: 99%

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Adopting Agile Project Management Practices in Non-Software SMEs: A Case Study of a Slovenian Medium-Sized Manufacturing Company

et al. 2020

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In today’s highly dynamic and unpredictable project environment, companies need to be able to manage changes quickly and effectively, otherwise, the final product will not be current and will only go to waste. Traditional project management approaches that focus on planning are no longer efficient and companies are forced to adopt new ways of working. As a result, more flexible agile project management (APM) approaches have emerged over the last decades. Originally developed for the software industry, APM is now increasingly recognized and adopted also by other industry sectors. However, due to some discipline-specific differences, the adoption of APM by non-software companies is challenging and requires many adjustments and high financial input. While the larger organizations have sufficient resources to make such a transition, small and medium-sized enterprises (SMEs) generally cannot afford to do so, and therefore need alternative strategies to increase their agility and stay competitive on the global market. In this paper, we present a case study of a Slovenian medium-sized manufacturing company that implemented only certain APM practices separately and not as part of a structured APM methodology, and still managed to achieve significant benefits: improved communication, faster detection of discrepancies, more effective problem-solving and greater flexibility. The results also suggest that APM practices, even when implemented separately, positively impact project success in terms of both efficiency and stakeholder satisfaction, and can thus help in establishing an economically, socially, and environmentally more sustainable workplace.

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Section: Introductionmentioning

confidence: 99%

“…The most commonly reported benefits are related to teamwork, customer integration, productivity and flexibility [7]. Even though the results are promising, the literature on the topic is still scarce and the need for additional in-depth case studies and statistical analyses is still recognized [1,2,5,11].…”

Section: Introductionmentioning

confidence: 99%

Adopting Agile Project Management Practices in Non-Software SMEs: A Case Study of a Slovenian Medium-Sized Manufacturing Company

et al. 2020

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“…This level of uncertainty not only changes during IP´s lifecycle but also in individual projects and project work packages. Thus, management science constitutes that different levels of uncertainty require different or tailored methodologies [9,10]. However, no model exists that guides which approach to use and when [1,2,3,4] or how to build, adapt and apply proven models in the more complex project management [11].…”

Section: Related Workmentioning

confidence: 99%

A New Approach to Analysing and Visualizing the Management of Corporate Innovation Projects

Gebhardt¹,

Riel²,

Maes³

2019

Communications in Computer and Information Science

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Innovating in a complex corporate context requires managing novelty, risk and uncertainty within an environment that strives for stability, efficiency and profitability on a daily basis. Resolving this conflict confront innovation project (IP) managers with extraordinary difficulties, which are normally addressed using classical project management methods and tools. This paper proposes an approach to analyze and capitalize the power of different project management methods within one IP in order to increase both the probability of success and speed to success. This is achieved based on the classification of project tasks and subtasks according to their uncertainty levels with respect to the design problem and the solution. The success of work packages is assessed against pre-defined output criteria. This methodological approach is complemented by the stakeholder dimension, which takes into consideration the involved stakeholders as well as their relationships and influences in the project. The analysis of an ongoing IP at a leading global industrial player in the life science industry serves as validation platform for the presented tool set.

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“…Imani, Nakano, Anantatmula, (2017) defendem a combinação de práticas de gestão como uma alternativa para lidar com projetos desse tipo, por terem a capacidade de serem mais adaptáveis à essas necessidades inerentes. Trata-se dos chamados modelos híbridos, um dos temas mais discutidos na pesquisa sobre agilidade e projetos de inovação (ADELAKUN et al, 2017;CIRIC et al, 2018).…”

Section: Introductionunclassified

O Potencial Do Data Mining Para Tratamento Da Complexidade No Contexto Do Gerenciamento Híbrido De Projetos De Novos Produtos

Bianchi¹,

Amaral²

2019

Blucher Engineering Proceedings

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Agile Project Management in New Product Development and Innovation Processes: Challenges and Benefits Beyond Software Domain

Cited by 53 publications

References 28 publications

Adopting Agile Project Management Practices in Non-Software SMEs: A Case Study of a Slovenian Medium-Sized Manufacturing Company

Adopting Agile Project Management Practices in Non-Software SMEs: A Case Study of a Slovenian Medium-Sized Manufacturing Company

A New Approach to Analysing and Visualizing the Management of Corporate Innovation Projects

O Potencial Do Data Mining Para Tratamento Da Complexidade No Contexto Do Gerenciamento Híbrido De Projetos De Novos Produtos

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