Managing the transition to the new agile business and product development model: Lessons from Cisco Systems

Chen, Roger; Ravichandar, Ramya; Proctor, Don

doi:10.1016/j.bushor.2016.06.005

Cited by 25 publications

(25 citation statements)

References 9 publications

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“…In this context, Agile Project Management Models emerged with a goal to simplify the bureaucratic processes proposed by Traditional PMMs and focus on new values not previously looked at (Boehm, 2002). These models are better adapted to the current dynamic market, as they have a greater tolerance to change and target at delivering products that customers wish in a shorter time-to-market (Chen et al, 2016). During the last decades, Agile PMMs have gained great popularity (Nerur et al, 2005) and organizations are increasingly realizing their need for agile project execution (Cao, Xu, & Ramesh, 2009).…”

Section: Project Management Modelsmentioning

confidence: 99%

“…Agile processes also have a major impact on the team's roles and responsibilities, and all members should play a leading role in the project, rather than only the project manager (Chen et al, 2016;Javdani Gandomani & Ziaei Nafchi, 2016). In that manner, it represents a great transformation in project decision-making process.…”

Section: Conboy Et Al (2011)mentioning

confidence: 99%

“…In addition, they should develop and adopt appropriate Project Management Models (PMMs) for software development, aiming to launch their products and services efficiently and at the lowest possible risk. That is why PMMs are always evolving and being adjusted to fit the changing market demands, so that organizations can deliver products and services at the lowest cost and in the shortest time-tomarket (Chen, Ravichandar, & Proctor, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Human Aspects of Agile Transition in Traditional Organizations

Pinton

Junior

2020

Journal of Technology Management & Innovation

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The agile transition is crucial for traditional organizations to remain competitive in the current market, which is characterized by a fastpace and a constant need for innovation. In order to implement this transition, organizations must adjust their mindset to the new agile values. Despite its evident benefits, the transition to agile model is complex and time-consuming, posing many challenges to organizations. Since the agile philosophy is people-centered, rather than process-centered, most challenges are related to the human aspects of this transition and they demand a large transformation in all areas of the organization. This article provides a Systematic Literature Review (SLR) of the human aspects of agile transition and summarizes the existing literature into three categories: People, Management and Organization. Its main objective is to assist organizations undergoing agile transition in reducing risks related to this process, by acquiring knowledge on the challenges involved and implementing the proposed recommendations.

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Section: Project Management Modelsmentioning

confidence: 99%

Section: Conboy Et Al (2011)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Human Aspects of Agile Transition in Traditional Organizations

Pinton

Junior

2020

Journal of Technology Management & Innovation

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“…This section investigates related published work with a focus on a holistic approach to addressing those. There is a huge amount of relevant approaches to organizational development [2], alternative setups like holacracy [3] or transitions [34] starting on grounded theories [32] to practice collections of other enterprises [33]. We are interested in identifying well-known approaches, methods and tools that can be used as a kind of reference in various settings to reduce complexity.…”

Section: Related Workmentioning

confidence: 99%

Scaling agile on large enterprise level – systematic bundling and application of state of the art approaches for lasting agile transitions

Poth¹,

Kottke²,

Riel³

2019

Proceedings of the 2019 Federated Conference on Computer Science and Information Systems

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Organizations are looking for ways of establishing agile and lean process for delivery. Many approaches exist in the form of frameworks, methods and tools to setup an individual composition for a best fit. The challenge is that large organizations are heterogeneous and diverse, and hence there is no "one size fits all" approach. To facilitate a systematic implementation of agile and lean, this article proposes a transition kit based on abstraction. This kit scouts and bundles state of the art methods and tools from the agile and lean community to align them with governance and compliance aspects of the specific enterprise. Coaching of the application of the transition kit ensures an adequate instantiation. The instantiation handles business domain specific aspects and standards. A coaching governance ensures continuous improvement. An example of the systematic application of the transition approach as well as its scaling is demonstrated through its application in the Volkswagen Group IT.

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“…Several big enterprises like Cisco [ 1 ], Ericsson [ 2 ], and Volkswagen [ 3 ] are in the process of agile transformation. Accompanying tools and measures have to scale from individual project teams to bigger organizational entities [ 4 ].…”

Section: Introductionmentioning

confidence: 99%

Evaluation of Agile Team Work Quality

Poth

Kottke

Riel

2020

Lecture Notes in Business Information Processing

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The maturity of organizations is measured with process assessment models like the ISO/IEC 33001. The product quality is aligned with internal and external product quality charactersitics based on models like the ISO/IEC 25010. With the shift from the Tailorism-driven process orientation to a more people centric organization, the two dimensions process and product quality have to be extened by the people or team quality dimension. The presented approach offers aspects for agile Team Work Quality (aTWQ), as well as related measurement indicators. The approach is evaluated in the large enterprise context of the Volkswagen AG. The indicators of aTWQ have been integrated and established in the agile tool box for a sustainable agile transition of the company.

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Managing the transition to the new agile business and product development model: Lessons from Cisco Systems

Cited by 25 publications

References 9 publications

Human Aspects of Agile Transition in Traditional Organizations

Human Aspects of Agile Transition in Traditional Organizations

Scaling agile on large enterprise level – systematic bundling and application of state of the art approaches for lasting agile transitions

Evaluation of Agile Team Work Quality

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