Framework for continuous agile technology roadmap updating

Abstract

Purpose Roadmapping has been used as an approach to support market, product and technology-integrated planning, resulting in a document commonly known as a roadmap. Despite the gains made in relation to the technique, recent studies indicate that most users leave or have difficulties in sustaining the process (i.e. maintaining the updated roadmaps). This paper aims to present a framework for continuous roadmap updating that incorporates principles from agile management fields. Design/methodology/approach The framework was developed through action research in a manufacturing firm in the construction industry. Findings The results demonstrate a positive impact on the degree of continuous information monitoring, roadmap credibility and use of the roadmap during innovation strategy decisions. Originality/value The key contribution of this framework is the demonstration of a new strategy for carrying out the maps in which information is internalized by the organization itself, using agile teams, without commissioned specialists and as part of the work standards.

Roadmapping implementation in digital startups: cases of study in agile environment

“…The fourth factor, methods associated with roadmapping, was approached by Carlos et al (2018), as shown in 2.2. The three digital startups made the roadmapping integration to other methods.…”

“…Several roadmapping case studies have shown applications beyond traditional uses, as described by Souza (2018), such as its use with agile management methodology (SCRUM). Carlos et al (2018) have successfully proposed a continuous roadmapping update approach based on agile principles. Roadmapping, therefore, may be integrated into daily business process tasks to yield continuity in the method of an organization.…”

“…In addition, with the fast changes that digital startups have and the application of agile, many entrepreneurs do not usually get involved in processes that do not offer immediate learning. Carlos et al (2018) and Gerdsri et al (2009) mentions that becoming the roadmapping a continuous and living process in the organizational routine, instead of a stand-alone application, tends to be even harder for these organizations, due to the fact that roadmapping is a process that requires time and effort. Startups usually require practical methods to help the business development.…”

“…This is a robust method (Bouchereau & Rowlands, 2000) not adapted to DE if applied according to the context in which it was created; nevertheless, it has already been adapted to the context of DE (Armellini et al, 2017;Souza et al, 2017). On the Roadmapping side, some authors have developed ways to combine agility principles to roadmapping, thereby increasing its adaptability (Carlos et al, 2018;Souza, 2018).…”

“…According to Carlos et al (2018), most roadmapping users find it difficult to keep roadmaps updated, which results in failure of the method in situations that differ from typical implementations in midsized and major companies. Carvalho et al (2013) have underlined the lack of evidence demonstrating successful implementation of roadmapping in small companies.…”